Paso Robles City Council
June 18, 2024

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Project
Estimated
Budget C/O FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Sherwood/Sierra Bonita/Turtle Creek-area 7,580,716 - - - - - Elm Ct/Capitol Hill/Palm Ct 366,042 200,000 - - - -
Merry Hill/15th Street/Terrace Hill 375,796 240,000 - - - - Golden Hill Road (Creston to Rolling Hills) 1,414,024 2,529,900 - - - - Serenade/Holstein-Brahma/St Andrews 1,771,501 748,100 - - - - 13th Street/Niblick Bridge Deck Resurfacing - 310,000 3,000,000 - - - Melody Drive (east neighborhood) - 4,000,000 1,200,000 - - - Arciero Ct/Mesa Rd - - 1,425,000 - - -
Dallons/Tractor-area - - 1,890,000 - - -
Total Road Maintenance Projects 17,074,816 8,028,000 7,515,000 - - -

2. Transportation Projects
Flamson School Pedestrian Improvements 560,000 - - - - - Niblick Road Signal Synchronization 80,000 - - - - -
Serenade Pedestrian improvements 50,000 - - - - -
Traffic Signal Enhancements 250,000 - - - - -
Creston Road – Phase I 10,105,381 - - - - -
South Vine Street Bridge and Realignment 7,532,500 13,000,000 5,577,000 - - - Downtown Parking Lot Resurfacing 505,036 800,000 - - - - North River Bike/Pedestrian Path 24,200 353,000 3,000,000 - - - Downtown Lighting Enhancements - 300,000 - 60,000 500,000 - Creston Road Median Improvements - - - 290,000 - -
Creston Road – Phase II 2,790,809 2,000,000 3,000,000 - - - Huer Huero Creek Bridge and Roundabout 1,855,926 3,970,000 15,200,000 14,000,000 - - Niblick Road Complete Streets 948,708 1,459,500 - 14,707,500 - - Union Road Overcrossing 7,990,752 3,100,000 - - 65,000,000 - 24th Street Bridge 1,919,323 800,000 - - - 20,000,000
US 101/Hwy 46 West Roundabouts - 2,300,000 - - - 12,000,000 Mill Road Parallel Route 438,142 500,000 - - - 20,000,000 Annual Local Roadway Safety Plan Set-aside 85,500 50,000 50,000 50,000 50,000 50,000 Annual ADA Transition Plan Set-aside 1,264,004 50,000 50,000 500,000 500,000 500,000 Total Transportation Projects 36,400,281 28,682,500 26,877,700 29,607,500 66,050,000 52,550,000

3. Stormwater Projects
Montebello Basin 93,570 - - - - -
Navajo Basin 85,700 - - - - -
Sleepy Hollow Outlet 46,700 - - - - -
N. River Road Slope Improvement 80,700 - - - - -
Union Road Slope Improvement 84,700 - - - - -
Lubrizol Site Slope Improvement 98,599 175,000 - - - -
13th St/Riverside Drainage Improvement - 500,000 - - - - 23rd St/Vine St Drainage Improvement - - 30,000 300,000 - - Walnut/Vista Grande Drainage Improvement - - - 25,000 200,000 - 11th St/Park St Drainage Improvement - - - - 50,000 200,000 21st Street Green Street Repairs - - - - - 60,000
Oriole Basin Reconstruction - - - - - 100,000
Total Stormwater Projects 489,969 675,000 30,000 325,000 250,000 360,000

4. Parks and Recreation Projects
Barney Schwartz Park Projects 75,000 140,000 - 229,000 - - Larry Moore Park Projects 73,021 - - - - -
Centennial Park/Pool Projects 157,730 181,000 6,000 235,000 - 891,000 City Park Projects - 10,000 15,000 - - 20,000
Sherwood Park Projects - 7,500 - - - -
Robbin’s Field Projects - 25,000 - 80,000 500,000 -
Municipal Pool Projects - - - 196,700 200,000 -
Riverwalk Lighting Project - - 460,000 - - -
Veteran’s/Senior Center Projects 137,282 83,500 201,000 20,000 - 10,500 Sherwood Park Pickleball Courts 946,591 - - - 8,690,000 - Larry Moore Park Redevelopment 851,190 - - - 7,500,000 - Total Parks and Recreation Projects 2,240,814 447,000 682,000 760,700 16,890,000 921,500 112 Attachment 1

CITY OF EL PASO DE ROBLES

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

5. City Facility Projects
City Hall/Library Remodel & Security Upgrades 2,594,175 413,500 - 10,000 - 2,816,000 City Hall/Library Stucco Repairs 57,425 - 1,500,000 - - - Corporation Yard 10,759,529 5,196,400 - - - -
Public Safety Training Room and Tower 987,278 2,000,000 2,000,000 - - - Public Safety Center Roof Replacement 1,300,000 - - - - - Public Safety Center Deferred Maintenance - 275,000 - 218,000 30,000 - Library Deferred Maintenance - 7,500 - - - -
Centennial Park Security Enhancements - - - - - -
Transit Center Roof Replacement - - 22,000 - - -
PD Substation/Evidence Storage 2,324,980 - - 4,500,000 4,500,000 - Fire Station No. 3 – Phase 3 - - - 500,000 - 2,500,000
Total Facility Projects 18,023,387 7,892,400 3,522,000 5,228,000 4,530,000 5,316,000

6. Water Enterprise Projects
Annual Well Rehab Set-aside 704,355 425,000 425,000 425,000 425,000 425,000 Annual Water Line Replacement Set-aside - 800,000 800,000 800,000 800,000 800,000 Annual Water Main Replacement Set-aside 237,900 - 200,000 200,000 200,000 200,000 Annual SCADA System Set-aside - 65,000 65,000 65,000 65,000 65,000 Railroad Crossing Replacements 130,000 500,000 500,000 - - - Riverside Ave Water Line Replacement 50,000 1,000,000 500,000 - - - Sunset/Panorama Water Line Replacement - 1,050,000 - - - - Elm Ct/Capitol Hill/Palm Ct Water Line Replace. 50,000 - 500,000 - - - Water Yard Security Enhancements - 330,000 - - - -
Water Valve Replacements - 475,500 - - - -
Orchard Booster Station Upgrades - 240,000 - - - -
Total Water Enterprise Projects 1,172,255 4,885,500 2,990,000 1,490,000 1,490,000 1,490,000

7. Wastewater Enterprise Projects
Annual Sewer Line Replacement Set-aside 1,623,991 1,126,000 1,160,000 1,194,600 1,230,400 1,267,300 Creston Road Sewer Line Replacement 300,000 550,000 - - - - 24th Street Bridge Main Upgrade - 300,000 - - - -
Mill Road Sewer Extension & Lift Station 765,717 - 2,000,000 - - - Spring Street/2nd Street Sewer Line Replace. - 814,400 - - - - Navajo Ave Sewer Line Replacement - - 713,000 - - -
Stormwater Capture Conceptual Design - 325,500 - - - -
Lift Station No. 2 Rehabilitation - - - - 2,715,600 -
Lift Station No. 1 Rehabilitation - - - 3,865,300 - -
Lift Station Motor Control Replacement - - - 1,104,600 - - Airport Lift Station – Phase 3 - 80,000 - - - -
Franklin Creek Sewer Stabilization - 120,000 - - - -
Niblick Road Sewer Upgrade 340,000
Total Wastewater Enterprise Projects 2,689,708 3,315,900 4,213,000 6,164,500 3,946,000 1,267,300

8. Airport Enterprise Projects
Master Plan Update - 640,000 - - - -
Gateway Beautification - 325,000 - - - -
Engine Testing Site Development - 120,000 - - - -
Terminal Interior Refresh - 100,000 - - - -
FAA Building Remodel (design only) - 30,000 - - - -
Pavement Maintenance Plan - 150,000 150,000 - - -
Parking Lot Resurface - - 300,000 - - -
Security Enhancements - - 35,000 - - -
Total Airport Enterprise Projects - 1,365,000 485,000 - - -

8. Recycled Water Project
Recycled Water Distribution System - 12,761,400 13,230,000 - - - Total Recycled Water Project - 12,761,400 13,230,000 - - - 113 Attachment 1

CITY OF EL PASO DE ROBLES

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

9. Solid Waste Project
Partial Landfill Closure – Phase I 21,400 1,017,500 940,000 - - - Partial Landfill Closure – Phase II - 760,000 764,000 - - - Groundwater Monitoring Wells - 75,000 - - - -
Flare/Blower System Replacement - 550,000 - - - -
Module 4A Excavation/Liner Design/Permit - 50,000 50,000 526,500 854,300 - Total Solid Waste Projects 21,400 2,452,500 1,754,000 526,500 854,300 - Total Capital Improvement Program $ 78,112,630 $ 69,600,000 $ 56,776,300 $ 44,102,200 $ 94,010,300 $ 61,904,800 SUMMARY OF APPROPRIATIONS BY FUNDING SOURCE 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 Airport Fund $ - $ 754,000 $ 485,000 $ - $ - $ -
American Rescue Plan Act Fund 4,831,023 - - - - -
Bike/Pedestrian Path DIF Fund - - 72,000 - - -
CIP Fund Reserves 7,449,148 1,151,500 928,000 2,344,000 - - City Hall Development Fund 1,612,175 180,000 - - - -
Community Development Block Grant 206,593 - - - - -
Debt Proceeds - 23,761,400 10,577,700 14,000,000 - -
Developer Contribution - 2,000,000 10,200,000 - - 20,000,000 Facility Replacement Fund 1,800,458 729,500 1,744,000 159,000 - 191,000 Gas Tax Fund 500,000 - - - - -
General Fund 1,913,147 2,438,400 80,000 2,004,700 1,980,000 1,790,500 General Government DIF Fund 4,989,400 5,196,400 - - - 475,000 Grants 8,454,603 6,162,000 17,330,000 11,766,000 77,690,000 29,500,000 Library DIF Fund - - - - - 2,141,000
Measure E-12 Supplemental Sales Tax 16,506,502 5,046,000 - - - - Measure J-20 Supplemental Sales Tax Fund 11,258,122 4,000,000 5,150,000 5,000,000 4,500,000 2,500,000 Parks and Recreation DIF Fund 350,918 - 360,000 - - -
RMRA Fund (SB 1) 1,319,000 1,836,800 842,600 - - -
Solid Waste Fund 21,400 2,452,500 1,754,000 526,500 854,300 - Stormwater DIF Fund - 120,100 - - - -
Transportation DIF Fund 4,742,178 5,570,000 50,000 647,500 3,550,000 2,550,000 Transit Fund 3,500,000 - - - - -
Wastewater Fund 4,869,708 3,315,900 4,213,000 6,164,500 3,946,000 1,267,300 Water Fund 3,788,255 4,885,500 2,990,000 1,490,000 1,490,000 1,490,000 Total Capital Improvement Program $ 78,112,630 $ 69,600,000 $ 56,776,300 $ 44,102,200 $ 94,010,300 $ 61,904,800 114 Attachment 1

Road Maintenance
Projects
115 Attachment 1

116 Attachment 1

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

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

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

In 2020, City Council approved the Updated Six-Year Street Maintenance and Repair Plan which outlines the specific street segments anticipated to be constructed over the remaining years of the Measure E-12 SST. Below is the maintenance and repair plan for the remaining funds through the automatic sunset. Staff will be developing a new set of street segments to be repaired should Measure E-12 get renewed and extended. (Note: the projects listed below only include active or anticipated projects; the list does not include completed road maintenance projects.) 117 Attachment 1

Activity-toDate
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Sherwood/Sierra Bonita/Turtle Creek 114,284 7,580,716 - - 7,695,000 Elm Ct/Capitol Hill/Palm Ct 33,958 366,042 200,000 - 600,000 Merry Hill/15th St/Terrace Hill 24,204 375,796 240,000 - 640,000 Golden Hill Rd (Creston to Rolling Hills) 44,276 1,414,024 2,529,900 - 3,988,200 Serenade/Holstein-Brahma/St Andrews 63,499 1,771,501 748,100 - 2,583,100 13th St/Niblick Bridges Deck Resurfacing - - 310,000 3,000,000 3,310,000 Melody Drive (east neighborhood) - - 4,000,000 1,200,000 5,200,000 Arciero Ct/Mesa Rd - - - 1,425,000 1,425,000
Dallons/Tractor-area - - - 1,890,000 1,890,000
Total 409,877 17,074,816 8,028,000 7,515,000 33,027,693 In 2023, staff developed a Geographic Information System (GIS) layer which identifies each road segment in the City, what's it's current Pavement Condition Index (PCI) is, and timing of when the road was last maintenance as well as when the next treatment is anticipated. The map can be found at: www.prcity.com 118 Attachment 1

Transportation Projects
119 Attachment 1

120 Attachment 1

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

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

Because of funding constraints, the project has been broken into two phases. The first phase, currently underway, will cover from South River Road to Orchard Drive. Construction for Phase II is anticipated to occur at the conclusion of Phase I (Phase II is currently under design. See Project C0231 for further detail). 121 Attachment 1

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

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

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

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

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

Est. FY 23-24
Carryover
505,036
123 Attachment 1

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

Activity-to-Date
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Funding Sources
General Fund 1,000,000 - - - 1,000,000
Grant 44,800 24,200 281,000 880,000 1,230,000
TDA Funds - - - 400,000 400,000
Bike/Pedestrian Path DIF - - - 125,000 125,000
Unsecured Funding - - - 667,000 667,000
Total Funding Sources 1,044,800 24,200 281,000 2,072,000 3,422,000 Project Expenditures
Preliminary and Final Design 44,800 24,200 353,000 - 422,000 Construction - - - 3,000,000 3,000,000
Total Project Budget 44,800 24,200 353,000 3,000,000 3,422,000 In 2018, the City Council adopted the 2018 Bicycle and Pedestrian Master Plan (BPMP). BPMP’s is the guiding policy document that establish local priorities for bicycle and pedestrian improvements. The 2018 BPMP also places a strong focus on bike and pedestrian safety and education. Safe facilities and proper training programs would encourage users to enjoy the benefits of bicycling and walking to their destinations.

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

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

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

Fixtures mounted on poles less than 35 feet in height should be spaced approximately 70 to 100 feet apart. This sort of fixture creates a rhythm and scale–and light–that is in scale with and pleasant for the pedestrian, helping to define the space of the street rather than just flooding it with light." To achieve the intent of the Plan, Public Works issued a Request for Proposals and ultimately contracted with Tanko Streetlighting, Inc. to develop a Downtown Street Lighting Master Plan to provide adequate and aesthetically pleasing streetlights to preserve the historic ambience of its Downtown District. Other elements of the study include an evaluation of existing street light fixtures, identifying light deficient areas in the Downtown area, and an evaluation of purchasing the streetlight system from PG&E. This project will initially explore the opportunities to purchase the lighting system from PG&E (anticipated to occur in the next two years). Secondary phases of this project will physically enhance lighting in the downtown core (with installation of new lighting in the outer years of the CIP horizon).
125 Attachment 1

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

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
Funding Sources
General Fund - - - - 290,000 290,000
Total Funding Sources - - - - 290,000 290,000
Project Expenditures
Design - - - - - -
Construction - - - - 290,000 290,000
Total Project Budget - - - - 290,000 290,000
The large grassy medians on Creston Road, between Santa Fe Avenue and Santa Ynez Avenue provides an opportunity to install attractive landscape area, while reducing water consumption (by reducing turf-areas). These medians are a largely unused amenity and designing a pedestrian friendly path, with rest areas under large existing tress, will improve the quality of life for adjacent residents and provides a logical connection from Niblick Road/Creston Road intersection to Sherwood Park. Design is anticipated to be initiated and completed in FY 2025-26 and construction to begin and complete by FY 2026-27. Project water savings are unknown at this time, but are anticipated to be significant. 126 Attachment 1

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

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

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

Funding Sources
127 Attachment 1

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

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
Funding Sources
General Fund 63,650 - - - 2,790,350 2,854,000
TDA Funds - - - - 597,500 597,500
ATP Grant 40,967 881,033 1,180,000 - 11,766,000 13,868,000 Total Funding Sources 104,617 881,033 1,180,000 - 15,153,850 17,319,500 Project Expenditures
Project Approval & Environmental 203,792 948,708 - - - 1,152,500 Plans, Specifications, Estimates - - 1,459,500 - - 1,459,500 Construction Management - - - - - -
Construction - - - - 14,707,500 14,707,500
Contingency - - - - - -
Total Project Budget 203,792 948,708 1,459,500 - 14,707,500 17,319,500 In 2018, the City was awarded a grant to develop the Niblick Road Complete and Sustainable Streets Plan (Corridor Plan).

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

In 2022, the City was awarded a $13.9 million grant from the California Transportation Commission for the design, right of way, and construction of components of the Corridor Plan. The City's local match requirement is approximately $3.5 million. This project concept utilized a community-driven effort to develop a plan for creating a vibrant, pedestrian and bicycle-friendly, and green street environment for residents, businesses, and visitors. The focus was on design tools and strategies to improve safety, access, and mobility for all modes of transportation, including walking, bicycling, transit, and motor vehicles. The project design includes physical changes to the roadway, sidewalks, bikeways, intersections, traffic controls and programmatic measures that support all users of the corridor. 128 Attachment 1

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

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

Because of funding constraints, the project has been broken into two phases. Phase II includes improvements from Orchard Drive to Niblick Road, including a roundabout at the corner of Rolling Hill's Road and Creston Road. It should also be noted that the City received a one-time $3.0 million allocation from Senator Laird's Direct Funding Allocation, which made funding the roundabout feasible. Phase II is anticipated to occur at the conclusion of Phase I. 2,000,000
-
2,000,000
-
2,000,000
-
2,000,000
FY 24-25
129 Attachment 1

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

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

This project would build an overcrossing at Union Road, removing local traffic from SR 46 East, and eliminating the need for commercial trucks to turn left across a 4-lane expressway. The City is currently working with CalTrans District 5, CalTrans Headquarters, and SLOCOG staff to secure TCEP funding for construction of the overcrossing. A project that is sponsored by CalTrans is more advantageous than the City submitting a project to the TCEP program unilaterally. As proposed, the application proposes funding in the amount of $65 million, which includes SLOCOG and City funding about $11.5 million and the state funding the balance of the costs. 130 Attachment 1

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

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 125,773 - - - - - -
Measure E-12 227,769 82,262 - - - - -
TIF - 220,000 - - - - 2,500,000
Sewer Fund - - 300,000 - - - -
ADA Setaside - - 800,000 - - - -
HBP Grant 986,653 1,617,061 - - - - 17,500,000
Total 1,340,195 1,919,323 1,100,000 - - - 20,000,000
Project Expenditures
PS&E 1,211,085 90,274 - - - - -
ADA Improv. 87,009 38,764 800,000 - - - -
Lift Station Rehab - - 300,000 - - - -
ROW Acquisit. - 1,790,285 - - - - -
Construction - - - - - - 20,000,000
Other Misc. 42,101 - - - - - -
Total 1,340,195 1,919,323 1,100,000 - - - 20,000,000
The 24th Street Bridge over the Union Pacific Railroad track was constructed in 1959 and has a narrow sidewalk and no bike lanes. In 2015, Caltrans awarded the City a federal Highway Bridge Program (HBP) grant for preliminary engineering of an upgraded and expanded bridge, to improve safety and throughput. On March 10, 2021, the City received environmental clearance and as a result, the Federal Highway Administration authorized completion of final design and initiation of right-of-way acquisition (which is where the project is currently at). Unfortunately, the Federal Highway Administration has not approved the City for bridge construction funding and as such, staff has assumed funding will be made available by FY 2028-29; however, it is unknown when that will actually be. In the meantime, staff will continue to complete final design and acquire the right-of-way necessary so that the City is in "Shovel-Ready" status and construction may commence as soon as grant funding is made available. 131 Attachment 1

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

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 13,586 - - - - - -
Grants 166,306 - 2,300,000 - - - -
Unsecured - - - - - - 12,000,000
Total 179,892 - 2,300,000 - - - 12,000,000
Project Expenditures
PAED 179,892 - - - - - -
PS&E - 2,300,000 - - - -
Construction - - - - - - 12,000,000
Total 179,892 - 2,300,000 - - - 12,000,000
The City and the surrounding San Luis Obispo County area have begun to experience substantial commercial and industrial development in the southern portion of the City adjacent to the US Highway 101 and State Route 46 West interchange. The resulting growth in local traffic, combined with the increasing regional through traffic, has resulted in increasing congestion. The need for this interchange improvement project was identified in 1997 by Caltrans, the County, SLOCOG, and the City. The overall project will be constructed in three phases. Phase I, completed several years ago, included reconstruction of the US 101/State Route 46 West interchange ramps, and the relocation of Theatre Drive to a new intersection with State Route 46 West. Phase II, currently under way, realigns the South Vine Street and constructs a bridge to intersect with this new intersection, away from the interchange ramps. The final phase, this project, includes an interchange reconstruction that would convert the existing compact diamond (Type L-1), signal-controlled ramp intersections into roundabouts. In 2023, the City finalized the project approval and environmental documents, fully funded from a SLOCOG grant. The next step of the project is to finalize project specifications and estimates. Construction costs and funding are unknown and as such, only preliminary estimates are shown below. 132 Attachment 1

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

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

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

C0129 - Niblick Road Signal Synchronization
In effort to improve traffic flow and minimize congestion on Niblick Road, this past year staff made modifications to the traffic signals along the Niblick Road corridor. Specifically, staff installed new traffic signals automatically changing timing in response to different travel volumes and patterns at different times of day. The project is near completion with $220,000 expended-to-date. Estimated carryover budget of $80,000. 134 Attachment 1

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

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

C0212 - Traffic Signal Enhancements at 6th/Spring Streets and Golden Hill Road/Creston Road As indicated in the City's Local Roadway Safety Plan (outlined in more detail below), the signals and road corridors at 6th Street and Spring Street, and at Golden Hill and Creston Road, experience higher pedestrian and vehicle accident rates than typical. This project funds safety upgrades (e.g., striping, flashing warning beacon, upgrade of signal heads, dilemma zone detection, signage) for this two intersections. Project has been delayed but anticipate completion in FY 2024-25. Carryover of $250,000 is anticipated.
135 Attachment 1

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

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

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

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

C0180 - American with Disabilities Act (ADA) Transition Plan Implementation 136 Attachment 1

Stormwater Projects
137 Attachment 1

138 Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Stormwater Maintenance Program
Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 489,969 675,000 30,000 325,000 250,000 360,000 Total 489,969 675,000 30,000 325,000 250,000 360,000
Location
Montebello Basin 93,570 - - - - -
Navajo Basin 85,700 - - - - -
Sleepy Hollow Outlet 46,700 - - - - -
N. River Road Slope Improv. 80,700 - - - - -
Union Road Slope Improv. 84,700 - - - - -
Lubrizol Site Slope Improv. 98,599 175,000 - - - -
13th St/Riverside Drainage Impr. - 500,000 - - - -
23rd St/Vine St Drainage Improv. - - 30,000 300,000 - - Walnut/Vista Grande Drainage - - - 25,000 200,000 -
11th St/Park St Drainage Improv. - - - - 50,000 200,000 21st Street Green Street Repairs - - - - - 60,000
Oriole Basin Reconstruction - - - - - 100,000
Total 489,969 675,000 30,000 325,000 250,000 360,000
The City's Stormwater Division follows the federal Clean Water Act regulations to address rainwater and stormwater runoff. The main aim of the stormwater program is to reduce the amount of urban runoff (e.g., rainwater) entering the storm drain systems, as it can carry harmful bacteria and pollutants into our local waterways (e.g., creeks, drainages, the Salinas River, and eventually the Pacific Ocean.)
The Stormwater Division carries out various activities, such as:
- Educating the public about water quality
- Keeping an eye on illegal discharges into the storm drain system and local waterways - Testing water quality at storm drain outlets
- Following best practices for development and municipal operations - Taking care of local waterbodies by managing stormwater runoff into creeks, drainages, and rivers Effective stormwater management provides environmental, social, and economic benefits to local communities. When stormwater management is done well, streams, rivers, and lakes are clearner; flood risks are reduced; costs due to flood damage decrease; and community of life increases. Below are several basin and drainage locations where stormwater rehabilitation is needed. The projects costs listed below include, but not limited to, design services, construction, bank armoring, pipe realignment, erosion control, etc. 139 Attachment 1

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140 Attachment 1

Parks and Recreation
Projects
141 Attachment 1

142 Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Parks and Recreation and Quality of Life Projects
Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General/Replace. Fund 2,240,814 447,000 682,000 760,700 16,890,000 921,500 Total 2,240,814 447,000 682,000 760,700 16,890,000 921,500 Location
Barney Schwartz Park
Lake Cleaning 75,000 - - - - -
Concession Stand Upgrades - 22,000 - - - -
Water Fountain Replacement - 10,000 - - - -
Shade Structure Replace. - 20,000 - - - -
Scoreboards, Field Markers - 8,000 - - - -
Bottle Filler Station - - - 8,000 - -
Retaining Wall at Softball - - - 15,000 - -
Walk path Repairs - - - 159,000 - -
Handrail and Sign Replace. - - - 47,000 - -
Larry Moore Park
Asphalt Walking Trail Repair 73,021 - - - - -
Park Redevelopment 851,190 - - - 7,500,000 -
Centennial Park/Pool
Walking Trail Repairs 113,735 - - - - -
Parking Lot Resurface 43,995 80,000 - - - -
Basketball Ct Resurfacing - 20,000 - - - -
Gym Repainting - 15,000 - - - -
Dish Sanitizer Replacement - 6,000 - - - -
Exterior Stucco Repairs/Paint - 80,000 - - - -
Pool Filtration/Chlorination - 40,000 - - - -
Pool Replaster Wading Pool - 20,000 - - - -
Banquet Lighting Control - - 6,000 - - -
Meeting Room Floor Replace. - - - 35,000 - -
Pergola and Bench Replace. - - - 200,000 - -
Restroom Replacement - - - - - 500,000
Building Repainting - - - - - 191,000
This section of the CIP projects is related to the repair, rehabilitation or improvements of the City’s parks, facilities, trail amenities, and the like. Like the transportation impact fees, the City collects impact fees for parks and recreation facilities and will have an estimated reserve balance of $4.2 million on June 30, 2024. However, DIFs are collected for specific projects which enhance amenities (these are fees developers pay the City to mitigate their impacts, not to address current funding deficits) versus repairing and replacing amenities. To fund the latter, over the past four fiscal years, the City has been setting General Fund dollars towards—not only for IT and fleet equipment—but for a city park and facility repair and replacement. The estimated reserve balance on June 30, 2024, is estimated to be $926,000. 143 Attachment 1

Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Pool Deck Replacement - - - - - 200,000
City Park
Carnegie Library Stairs - 10,000 - - - -
Restroom Repainting - - 15,000 - - -
Gazebo and Pathway Repairs - - - - - 20,000
Sherwood Park
Pickleball Courts 946,591 - - - - -
Restroom Repaint/Refresh - 7,500 - - - -
Park Redevelopment - - - - 8,690,000
Robbins Field
Backstop Replacement - 25,000 - - - -
Bleacher Replacement - - - 80,000 - -
Restroom Replacement - - - - 500,000 -
Municipal Pool
Pool Filtration/Chlorination - - - 58,000 - -
Locker Room Repaint - - - 25,000 - -
Parking Lot Resurface - - - 13,700 - -
Pool Deck Replacement - - - 100,000 200,000 -
Riverwalk Trail
Lighting Enhancement - - 460,000 - - -
Veteran's/Senior Center
Patio Shade Structure 137,282 - - - - -
Dish Sanitizer Replacement - 6,000 - - - -
Monument Sign Replace. - 2,500 - - - -
Roof Replacement - 75,000 105,000 - - -
HVAC Replacement - - 66,000 - - -
Exterior Repaint - - 30,000 - - -
Carpet Replacement - - - 20,000 - -
Parking Lot Resurface - - - - - 10,500
Total 2,240,814 447,000 682,000 760,700 16,890,000 921,500 144 Attachment 1

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

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

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

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

FY 24-25
-
-
-
145 Attachment 1

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

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total
Funding Sources
General Fund - - - - - - -
ARPA Fund 169,377 664,123 - - - - 833,500
P&R DIF 72,032 282,468 - - - 790,000 1,144,500
Unsecured Grant - - - - - 7,900,000 7,900,000
Total 241,409 946,591 - - - 8,690,000 9,878,000
Project Expenditures
Design 226,779 41,168 - - - - 267,947
Construction - 905,423 - - - 8,690,000 9,595,423
Other Misc. 14,630 - - - - - 14,630
Total 241,409 946,591 - - - 8,690,000 9,878,000
In 2021, the City Council received a report regarding pickleball court capacity and approved a contract with SSA Landscape Architects, Inc. to provide design services for a pickleball court complex at Sherwood Park, including up to eight lighted courts, restrooms, and parking improvements. The pickleball court project is part of a larger Sherwood Park Area Master Plan developed by SSA and approved by City Council. That portion of the project is anticipated in FY 2027-28.

Unfortunately, current contracting environment and cost of materials and supplies have increased substantially. The estimated cost of the Pickleball portion of the project has increased from approximately $1.2 million to $3.4 million, or 183%. On June 4, 2024, City Council authorized staff to prepare request for proposals in hopes that actual proposals will come in lower than the engineer's estimate. Staff anticipates City Council award, if approved in Fall 2024. 146 Attachment 1

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

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

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

In April 2024, City Council approved a contract for design services and environmental review. It is anticipated that the conceptual designs be reviewed and approved by Parks and Recreation Advisory Committee in the upcoming year, with construction beginning in FY 2026-27. Funding for the design and environmental services comes from developer impact fees and the proceeds from the sale of Pioneer Park. Funding for construction is contingent on state grant funding, with the City's local match being met with developer impact fees. 147 Attachment 1

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148 Attachment 1

City Facility Projects
149 Attachment 1

150 Attachment 1

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

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 3,748 100,000 233,500 - - - -
CH Devel Fund 93,095 1,612,175 180,000 - - - -
Library DIF - - - - - - 2,141,000
GG DIF - 882,000 - - - - 475,000
Total 96,843 2,594,175 413,500 - - - 2,616,000
Project Expenditures
City Hall 96,843 2,594,175 413,500 - - - 475,000
Library - - - - - - 2,141,000
Total 96,843 2,594,175 413,500 - - - 2,616,000
The City Hall/Library building was opened in 1995 and is comprised of approximately 28,680 gross square feet including an 18,000 square foot library on the ground floor and 10,000 square foot City Hall on the second floor. Although adjustments have been made to cubicle configuration and storage areas, the City Hall offices have not been remodeled in nearly 29 years.

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

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

The remodeling scope includes: new office cubicles and chairs that standardize space allocations and increase the number of workspaces; one additional conference area in a public access area; security upgrades including electronic keying, public counter with secure gate, and creation of a safe room; new wallcoverings and paint; new carpet and resilient flooring.
151 Attachment 1

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

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

In 2023, the City contracted with 19six Architects to conduct an analysis of the stucco around the facility because of recent cracking that has occurred. After examining several locations, the stucco system was not constructed properly.

As a result, consequential failure has occurred, resulting in corrosion of the expanded metal lath and fasteners, excessive stucco cracking, soft and crumbly stucco, deterioration of the weather-resistive barrier, damaged gypsum sheathing, blistering elastomeric paint, defective corner reinforcements and expansion joints. This project would remove and replace stucco for the entire City Hall/Library complex. -
-
-
-
-
-
FY 24-25
152 Attachment 1

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

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

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

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

One of the largest deficiencies identified was training facilities and use, in which the department received 0 points out of 35 in the category. Additionally, the fire department is unable to meet the annual State mandated live fire training requirements without a dedicated training facility. In order to address these deficiencies, this project constructs a new 3- story training facility where live fire training can be conducted and a two-acre training area. 154 Attachment 1

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

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

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156 Attachment 1

Equipment
Replacement Schedules
157 Attachment 1

158 Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description

CITY MANAGER'S OFFICE/CITY COUNCIL
Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 2 4 $ 2,700 $ 2,700 Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 1 4 1,500 - Laptop Thinkpad P14s I7-10610u, 16, 512 dock 2 4 3,400 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - PC HP E800G4 i7-8700 256GB 8GB 24" LCD 1 4 1,200 -
Total City Manager's Office/City Council 7 10,600 2,700

ADMINISTRATIVE SERVICES
Copier Canon Color Copier C3530i 1 5 2,700 -
Copier Canon Color Copier C356iF 1 5 2,500 -
Copier Canon Color Copier C5560i 3 5 18,500 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 4 4 - 8,800 Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 2 4 5,400 - Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 2 4 - 4,400 Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - Laptop Thinkpad T470s I5-7200, 8GB, 160GBSSD 1 4 1,500 - Laptop Thinkpad T480s I5-8250U, 8GB, 256GBSSD 1 4 1,400 - Misc Trimble GNSS GPS 1 5 - 2,600
Network Checkpoint IP6600 and NextGen Mgmt 1 5 39,300 - Network Ecessa Powerlink PL350 1 4 3,600 -
Network HP KVM (3) computer rooms 1 3 3,600 -
PC HP E800G4 i7-8700 256GB 8GB Geforce GTX 1 4 1,200 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 900 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 3 4 5,100 -
PC HP E800G6 mini i7-10700T 16,512GB 2 4 2,800 -
Printer HP Printer Designjet T1700 44" 1 5 4,200 -
Server Commvault and HP DL380 server 1 4 34,000 -
Server HP DL360G10 E5-2660-2.2G 32GB 4x600Gb 1 4 11,000 - Server HP DL380G10 X4210 2x240ssd 6x1.2TB 1 4 7,700 -
Server Nimble 2xHF20-21TB, HP 4xDL360G10 1 3 180,000 -
Telephone Avaya 3x IP500, voicemail pro, 200 phones 1 5 60,000 - Telephone Avaya IP500v2 and voicemail pro system 1 8 27,000 - Telephone Avaya IP500v2 intercom system 1 5 9,700 -
Total Administrative Services 35 423,900 15,800
POLICE
Copier Canon Color Copier C3530i 1 5 2,700 -
Copier Canon Color Copier C5540i 1 5 4,000 -
Copier Canon Color Copier C5560i 1 5 6,100 -
Copier Canon Copier ir6565i 1 5 5,600 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 1 4 - 2,200 Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 1 4 - 2,700 Laptop MS SurfaceBook3 15" I7-1065 256/16Gb dock 3 4 9,300 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 2 4 3,200 - Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 1 4 - 2,000 Continued to next page
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
159 Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description
POLICE- continued
Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Laptop Thinkpad T14 I7-10510u, 16, 512 dock 3 4 5,700 - Misc Eaton 5PX-G2 1950VA UPS 2 units w/ 8 ext battery 1 5 - 9,100 Misc Eaton 5PX-G2 1950VA UPS batteries 12 units 1 3 - 31,100 Misc Stancil voice logger for 3 dispatch 1 3 60,300 -
PC HP E800G4 i7-8700 256GB 8GB 24" LCD 23 4 27,600 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 1,200 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 1 4 1,700 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3,200 -
PC HP E800G6 mini i7-10700 16/512GB 2 4 1,600 1,300
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 2 4 1,600 1,600 Total Police 50 133,800 52,200

FIRE AND EMERGENCY SERVICES
Copier Canon Color Copier C356iF 2 5 5,000 -
Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 2 4 - 4,300 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 1 4 - 2,100 Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - MDC iPad 10.9" 256Gb LTE 1 5 - 1,900
MDC iPad Pro 11" (3rd gen) 128Gb LTE 1 3 - 1,100
MDC iPad Pro 12.9" 256Gb LTE w/Havis dock $300 7 3 - 13,300 MDC Pan ToughBook CF33 i5-7300 512GB/16G/LTE 1 3 - 6,400 MDC Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE 1 5 - 4,800 Misc AV Projectors, Screens and Audio 1 8 114,000 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 2 4 3,400 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3,200 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 2 4 - 3,200 Printer Canon Image ProGraf TX-3000 -largeformat 1 5 4,300 - Total Fire and Emergency Services 26 133,600 37,100

PUBLIC WORKS
Copier Canon Color Copier C5540i 1 5 4,000 -
Copier Canon Copier ir500iF 1 5 2,400 -
Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 1 4 1,900 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 - 2,100 Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 2 4 - 4,100 PC HP E800G4 i7-8700 256GB 8GB 24" LCD 3 4 3,600 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3,200 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 2 4 3,400 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 1 4 - 1,600 Total Public Works 16 20,300 10,000
Continued to next page
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
160 Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description

COMMUNITY SERVICES
Copier Canon Color Copier C3530i 2 5 5,400 -
Copier Canon Color Copier C5560i 1 5 6,100 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 1 4 - 2,200 Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 1 4 2,800 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE 2 4 3,800 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 2,100 - Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 2 4 3,600 - Misc Bibliotheca RFID workstation/readers 1 5 7,300 -
Misc Bibliotheca self-check Kiosk 1 5 16,700 -
PC HP E800G5 i7-8700 256GB 8GB 24" LCD 1 4 1,300 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3,200 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 1 4 - 1,600 Server HP D360G10 X4214R 32GB 4x2.4TB 1 4 6,200 -
Total Community Services 18 58,500 6,000

COMMUNITY DEVELOPMENT
Copier Canon Image ProGraf 830 MFP -largeformat 1 5 7,300 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 3 4 5,700 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 2,100 - Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4 4 - 8,400 Laptop MS SurfaceStudio2 I7-7820hq 1TB 32GB w/28" 1 4 3,600 - Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - PC HP E800G4 i7-8700 256GB 8GB 24" LCD 1 4 1,200 -
PC Pan ToughBk CF33 i5-7300 512GB/16G/LTE 1 4 6,500 -
PC Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE 1 4 - 4,800 Total Community Development 14 28,300 13,200

WATER OPERATIONS
Copier Canon Color Copier C3530i 3 5 8,500 -
Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 2 4 5,500 - Laptop MS SurfaceBook3 15" I7-1065 256/16Gb dock 1 4 3,800 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 1 4 1,900 - Laptop Pan ToughBk CF33 i5-7300 512GB/16G/LTE 2 5 10,200 - Laptop Pan ToughBk FZ55 i5-8365 512GB/16G/LTE 1 5 4,000 - Laptop Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE 3 5 - 14,400 Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 3 4 5,400 - Misc Bosch Security 20xCamera 2xNVRs 1 10 - 201,600
Misc Emerson-Liebert GXT4-1500 RM (3 units) 1 8 5,200 - Network Checkpoint 1570 2 4 3,200 -
Network Hirschmann Mach 102-24TP-F 1 7 2,000 -
Network Hirschmann Mach 102-8TP-R wM1-8mm-SC 1 7 3,200 - PC HP E800G3 i7-7700 256GB 8GB 24" LCD 1 4 1,200 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 900 -
Continued to next page
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
161 Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description
WATER OPERATIONS - continued
PC HP E800G6 i7-10700 16,512GB 24" LCD 1 4 1,700 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 4 4 6,400 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 4 4 1,000 4,800 PC HP Z440 E5-1620, 256gb,2x500gb,32GB/2x24" LCD 1 4 4,300 - PC LE AIO M90a11cd i7-10700 512/16G 24" 1 4 1,600 -
PC LE AIO M920z10s6 i5-8500 8G 24" 2 4 2,800 -
Server HP 2xDL380P-G10 X-4210 224GB 12x1TB 4xSSD 1 4 14,900 - Total Water Operations 39 89,600 220,800

WASTEWATER OPERATIONS
Copier Canon Color Copier C3530i 1 5 3,400 -
Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 1 4 2,800 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 3 4 2,100 4,200 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 3 4 - 6,300 Laptop Pan ToughPad FZG1 i5-7300 256GB/8G/LTE 2 4 6,600 - Laptop Thinkpad P52 15" I7-8850h 1TB/16GB 1 4 2,400 -
Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - Misc APC Smart-UPS 1500VA LCD RM SMT1500RM2U 1 5 630 -
Misc Eaton 6x 9130 UPS for Stratix 1 7 14,000 -
Misc Samsung 2x 55" displays and video switch 1 8 13,900 - Network Checkpoint SG3800-SNBT 1 7 7,000 -
Network Cisco 1x 3750x-24T-S w/gbic switch 1 4 4,900 -
Network Cisco 2x 3750x-24T-S w/gbic switches w/spare 1 7 14,800 - Network Stratix 7x 8300-1783-RMS10T switches w/gbic /1 spar 1 7 41,800 - PC HP E800G4 i7-8700 256GB 8GB 24" LCD 1 4 1,400 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 800 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 5 4 8,000 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 5 4 - 8,000 Printer HP Printer Laserjet M603xh 1 5 3,000 -
Server HP 2xDL380P-G10 X-4110 224GB 12x1TB 4xSSD 1 4 25,300 - Total Wastewater Operations 34 156,530 18,500

AIRPORT OPERATIONS
Copier Canon Color Copier C3530i 1 5 2,900 -
Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 - 2,000 Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Total Airport Operations 3 2,900 4,200
TOTAL CITYWIDE 242 $ 1,058,030 $ 380,500
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
162 Attachment 1

CITY OF EL PASO DE ROBLES

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

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

PUBLIC WORKS
745 2009 Volvo Water Truck 174,900 235,000 -
749 2009 GMC High Ranger Bucket Truck 128,700 200,000 - New Light Duty Pickup Truck - 45,000 -
New CMS Board Trailer - 15,000 -
New Light Tower Trailer - 8,000 -
New Ditch Witch Trailer - - 50,000
Total Public Works 503,000 50,000

COMMUNITY SERVICES
427 2009 Ford F250 3/4 Ton 28,200 65,000 -
432 R311T-T4F Mower 53,720 78,000 -
791 John Deere 1200A Field/Bunker Rake 14,200 - 13,500
991 2016 Ford F250 29,700 65,000 -
Total Community Services 208,000 13,500

WATER OPERATIONS
300 2013 Ford F150 Pickup Upgrade - 72,000 -
305 2015 Ford F250 CNG - 65,000 -
New John Deere Compact Track Loader - 115,000 -
New Polaris Expedition XP5 ATV - 37,100 -
534 2011 Ford F750 Dump Truck - - 145,000
Total Water Operations 289,100 145,000

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

AIRPORT OPERATIONS
New Gator - Long Bed - 15,000 -
New Tank Sprayer (90-gallons) - 1,500 -
New Ford F250 - 64,000 -
New Light Duty Pickup Truck - - 45,000
New Tractor w/ Bucket and PTO-3pt - - 100,000
New Mower - - 12,000
Total Airport Operations 80,500 157,000
TOTAL CITYWIDE $ 1,145,600 $ 486,500
Estimated Funds
Set-Aside
Estimated Cost of Replacement
163 Attachment 1

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164 Attachment 1

Interfund Transfers
Attachment 1

Attachment 1

CITY OF EL PASO DE ROBLES

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

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

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

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

FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Annual Closure, Post-Closure Set-aside
Closure/Post-Closure Fund 250,000 250,000
Solid Waste Fund 250,000 250,000
165 Attachment 1

CITY OF EL PASO DE ROBLES

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

As a result, the City has created a standalone Recycled Water Fund to account for the construction of the Recycled Water Distribution System and the Recycled Water Manager position. However, because the City does not have the system constructed and recycled water sales are not being conducted, the Recycled Water Manager position is funded by the Wastewater Fund via fund transfer.
3) In 2020, the City received American Rescue Plan Act (ARPA) funding due to the economic impacts that arose from the COVID-19 pandemic. At that time, City Council earmarked approximately $500,000 towards homeless services. In 2022, the City Council approved appropriations to the El Camino Homeless Organization (ECHO) to provide emergency and homeless shelter services in the amount of $444,000 for a two-year period. The same allocations are being made in the upcoming two-year cycle, of which $106,00 of the remaining ARPA funds to cover a portion of the costs via fund transfer. The remaining $338,000 will be allocated from the General Fund directly.

FY 2024-25 FY 2025-26
FUND
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
100 - General Fund $ 106,000 $ - $ - $ -
111 - ARPA Fund - 106,000 - -
601 - Wastewater Fund - 262,300 - 265,100
610 - Recycled Water Fund 262,300 - 265,100 -
611 - Landfill Closure, Postclosure and
Corrective Action Fund 250,000 1,627,500 250,000 1,554,000 612 - Solid Waste Fund 1,627,500 250,000 1,554,000 250,000 Total $2,245,800 $2,245,800 $2,069,100 $2,069,100
166 Attachment 1

CITY OF EL PASO DE ROBLES

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

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

FY 2024-25 FY 2025-26
FUND
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
100 - General Fund $ 845,500 $ - $ 845,500 $ -
600 - Water Fund - 404,100 - 404,100
601 - Wastewater Fund - 380,200 - 380,200
602 - Airport Fund - 48,900 - 48,900
612 - Solid Waste Fund - 12,300 - 12,300
Total $ 845,500 $ 845,500 $ 845,500 $ 845,500

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

FY 2024-25 FY 2025-26
FUND Transfer In Transfer Out Transfer In Transfer Out
101 - CIP Fund $ 25,117,200 $ - $ 8,298,600 $ -
100 - General Fund - 7,484,400 - 80,000
103 - Measure J-20 SST Fund - 4,000,000 - 5,150,000
121 - CH Development Fund - 180,000 - -
127 - Facility Replace. Fund - 729,500 - 1,744,000
216 - Parks and Rec DIF - - - 360,000
217 - Stormwater DIF - 120,100 - -
209 - SB 1 Fund - 1,836,800 - 842,600
213 - Traffic Mitigation DIF - 5,570,000 50,000
237 - Bike/Pedestrian DIF - - - 72,000
231 - General Gov’ DIF - 5,196,400 - -
Total $ 25,117,200 $ 25,117,200 $ 8,298,600 $ 8,298,600 167 Attachment 1

CITY OF EL PASO DE ROBLES

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

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

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

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

IT INTERNAL SERVICE FUND FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
112 - IT Central Service Fund $ 2,551,000 $ - $ 2,568,400 $ - 100 - General Fund - 1,978,100 - 1,991,200
600 - Water Fund - 276,800 - 278,800
601 - Wastewater Fund - 236,200 - 238,000
602 - Airport Fund - 57,500 - 58,000
612 - Solid Waste Fund - 2,400 - 2,400
Total $ 2,551,000 $ 2,551,000 $ 2,568,400 $ 2,568,400
FLEET INTERNAL SERVICE FUND FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
125 - Fleet Central Service Fund $ 3,743,800 $ - $ 3,516,300 $ - 100 - General Fund - 2,667,600 - 2,592,600
600 - Water Fund - 724,400 - 498,400
601 - Wastewater Fund - 234,600 - 233,400
602 - Airport Fund - 117,200 - 191,900
Total $ 3,743,800 $ 3,743,800 $ 3,516,300 $ 3,516,300
168 Attachment 1

CITY OF EL PASO DE ROBLES

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

RISK MANAGEMENT INTERNAL

SERVICE FUND
FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
128 - Risk Central Service Fund $ 2,199,700 $ - $ 2,206,400 $ - 100 - General Fund - 1,901,000 - 1,906,900
600 - Water Fund - 149,500 - 149,900
601 - Wastewater Fund - 123,000 - 123,400
602 - Airport Fund 14,300 14,300
612 - Solid Waste Fund - 11,900 - 11,900
Total $ 2,199,700 $ 2,199,700 $ 2,206,400 $ 2,206,400
The City also owns a number of major facilities and quality-of-life amenities, such as the Library/City Hall complex, the Public Safety complex, the Centennial Park complex, Fire Station 1, the Sewage Treatment Plant, Centennial Park, Barney Schwartz Park, etc. The City has not established a consistent depreciation reserve for maintaining, repairing, and replacing any of these structures or facilities. In an effort to address this unfunded liability, a transfer from the General Fund to the Public Facility Replacement Fund in the amount of $3.0 million in FY 2018-19. Since then, an additional $1.5 million has been transferred to this replacement fund. For the upcoming two-year budget, it is recommended that $750,000 per year be transferred to this replacement fund.

FY 2024-25 FY 2025-26

FACILITY REPLACEMENT TRANSFERS
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
127 - Facility Replacement Fund $ 750,000 $ - $ 750,000 $ - 100 - General Fund - 750,000 - 750,000
Total $ 750,000 $ 750,000 $ 750,000 $ 750,000
169 Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
170 Attachment 1

Long-term Debt
Obligations
Attachment 1

Attachment 1

CITY OF EL PASO DE ROBLES

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

SUMMARY OF LONG-TERM DEBT OUTSTANDING
Debt Type
Governmental
Funds
Enterprise
Funds
Total
Outstanding
June 30, 2024
Capital Leases $ 84,181 $ - $ 84,181
1998 General Obligation Bonds 6,784,793 - 6,784,793
Water/Sewer Revenue Bonds - 8,978,339 8,978,339
Loans Payable 1,597,737 38,424,020 40,021,757
Total $ 8,466,711 $ 47,402,359 $ 55,869,070
Capital Leases
In 2014, the City entered into a lease purchase agreement for the acquisition of multiple pieces of equipment, including a mower, utility trailer, aerator, vehicles, etc., for a total of $864,464. Principal and interest payments are due semi-annually beginning March 12, 2015, with the last payment due September 12, 2024.

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

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

Fiscal Year
Ending June 30 Principal Interest Total
2025 $ 1,597,320 $ 653,430 $ 2,250,750
2026 1,660,312 591,188 2,251,500
2027 1,727,352 521,273 2,248,625
171 Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Fiscal Year
Ending June 30 Principal Interest Total
2028 1,799,809 0 447,066 0 2,246,875
Total $ 6,784,793 0 $ 2,212,957 0 $ 8,997,750
Wastewater Revenue Bonds
In 2012, the City issued $6,355,000 of Wastewater Revenue Refunding Bonds with interest rates ranging from

2.0% to 5.0% to refund prior Wastewater Revenue Bonds with interest rates ranging from 3.5% to 5.0%. The purpose of the bonds was to retrofit the City’s 50-year-old wastewater treatment plant. Debt payments range between $463,000 and $474,825 per year. The debt will be paid in full by FY 2031-32. The annual requirements to amortize revenue refunding bonds payable are as follows:

Fiscal Year
Ending June 30 Principal Interest Total
2025 $ 355,000 $ 119,825 $ 474,825
2026 370,000 102,075 472,075
2027 380,000 90,050 470,050
2028 395,000 76,750 471,750
2029 405,000 62,925 467,925
2030 420,000 48,750 468,750
2031 430,000 33,000 463,000
2032 450,000 16,875 466,875
Total $ 3,205,000 0 $ 550,250 0 $ 3,755,250
Water Revenue Bonds
In 2019, the City issued $8,118,000 Water Revenue Bonds with an interest rate of 2.85% for the purpose of providing funds for the replacement of the 21st Street Reservoir, an approximately four-million-gallon water storage tank. Principal and interest payments are due March 1 and September 1, totaling $667,583 each year, beginning on September 1, 2019. The debt will be paid by FY 2033-34. The annual requirements to amortize the water revenue bonds payable are as follows:

Fiscal Year
Ending June 30 Principal Interest Total
2025 $ 506,627 $ 160,956 $ 667,583
2026 521,169 146,414 667,583
2027 536,128 131,455 667,583
2028 551,516 116,067 667,583
2029 567,346 100,236 667,582
2030-2034 3,090,553 247,361 3,337,914
Total $ 5,773,339 0 $ 902,489 0 $ 6,675,828
172 Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Loans Payable
In 2013, the City entered into an installment sale agreement with the State Water Resource Control Board for the construction of the Wastewater Treatment Plant. Annual installments of $2,711,858, including both principal and accrued interest, began on September 1, 2016, one year after completion of construction. It is anticipated that the debt will be paid by FY 2037-38. Total amount outstanding on June 30, 2024, was $29,214,404.

In 2013, the City entered into a loan agreement with the State of California, Department of Transportation (DOT) for the Airport Fuel Facility project, with an annual payment of $49,465 for 17 years, with the first payment beginning on January 30, 2015 and the last payment due January 30, 2031. Total amount outstanding on June 30, 2024, was $296,473.

In 2017, the City entered into an installment sale agreement with the State Water Resources Control Board for the construction of Tertiary Treatment Facilities at the Wastewater Treatment Plant in the amount of $14.4 million. Annual installments of $440,615, including both principal and accrued interest, began on December 19, 2019, one year after completion of construction. This project, by way of producing recycled water, was eligible for a loan forgiveness grant in the amount of $4.0 million. It is anticipated that the debt will be paid by FY 2048-49. Total amount outstanding on June 30, 2024, was $8,913,143.

In 2017, the City entered into a loan agreement with Siemens Industry, Inc., Building Technologies Division for the replacement and upgrade of lighting, heating, ventilation, and air conditioning units on a number of City facilities including City Hall, Library, Public Safety Center, Centennial Park, and Senior and Veterans Center. Annual payments, including interest, are $205,469 per year for the next 15 years, with the first payment beginning on September 9, 2018, and the last payment due June 9, 2033. The debt payments will be offset, in part, by energy savings generated by the upgraded equipment. The current balance of the loan on June 30, 2024, was $1,597,737.

BUDGETED DEBT PAYMENTS FOR FISCAL YEARS 2024-25 AND 2025-26 Capital Leases Bonds Payable Loans Payable
FY 2024-25 Principal Interest Principal Interest Principal Interest Total 100 - General Fund $ - $ - $ - $ - $ 155,500 $ 50,000 $ 205,500 125 - Fleet Maint. Fund 84,200 1,700 - - - - 85,900
600 - Water Fund - - 506,600 161,000 - - 667,600
601 - WW Fund - - 355,000 119,800 2,504,300 648,200 3,627,300 602 - Airport Fund - - - - 37,500 12,000 49,500
506 - GO Bond Fund - - 1,597,300 653,400 - - 2,250,700
Total $ 84,200 $ 1,700 $2,458,900 $ 934,200 $2,697,200 $ 710,200 $6,886,400 Capital Leases Bonds Payable Loans Payable
FY 2025-26 Principal Interest Principal Interest Principal Interest Total 100 - General Fund $ - $ - $ - $ - $ 160,500 $ 45,000 $ 205,500 125 - Fleet Maint. Fund - - - - - - -
600 - Water Fund - - 521,200 146,400 - - 667,600
601 - WW Fund - - 370,000 102,100 2,546,900 605,600 3,624,600 602 - Airport Fund - - - - 39,000 10,500 49,500
506 - GO Bond Fund - - 1,660,300 591,200 - - 2,251,500
Total $ - $ - $2,551,500 $ 839,600 $2,746,400 $ 661,000 $6,798,600 173 Attachment 1

CITY OF EL PASO DE ROBLES

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

OTHER POST-EMPLOYMENT BENEFITS
The City provides other post-employment benefits (OPEB), a single employer contribution plan, in accordance with State statutes, to all employees retiring from the City and enrolled in an insurance program under the California Public Employees’ Medical and Hospital Care Act (PEMHCA). Providing healthcare benefits under the City’s group health plan may provide benefits at a substantially lower cost than if the retirees purchased their own individual benefits. For the fiscal year ending June 30, 2023, the City contracted with Total Compensation Systems, Inc. to prepare the GASB Statement No. 75 Actuarial Valuation Report. This report was prepared in compliance with the requirements set forth in Governmental Accounting Standards Board (GASB) Statement No. 75, Accounting and Financial Reporting by Employers for Post-Employment Benefits Other than Pensions.

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

The City’s OPEB plan is established by agreements with the applicable employee labor groups and may be amended by agreements between the City and the labor groups. The City is not required to fund based on the actuarially determined contribution. However, for the fiscal year ended June 30, 2023, the City’s cash contributions were $349,500 in payments to the trust. The City’s net OPEB liability is measured as the total OPEB liability, less the plan’s fiduciary net position. On June 30, 2023, the City reported a net OPEB liability of $5.6 million. The changes in the net OPEB liability for the City in FY 2022-23 was as follows:

Total OPEB
Liability
Plan Fiduciary
Net Position
Net OPEB
Liability
Balance on July 1, 2022 $ 16,372,383 $ 8,353,777 $ 8,018,606 Changes in the fiscal year:

Service cost 631,164 - 631,164
Interest on total OPEB liability 673,127 - 673,127
Differences between expected and actual
experience (43,681) - (43,681)
Changes of assumptions (2,052,895) - (2,052,895)
Employer contributions - 529,697 (529,697)
Net investment income - 1,068,650 (1,068,650)
Benefit payments1 (735,316) (735,316) -
Net change in fiscal year (1,527,601) 863,031 (2,390,632) Balance on June 30, 2023 $ 14,844,782 $ 9,216,808 $ 5,627,974 Note 1: Amount includes implied subsidy rate and is why the actual City contributions differ from this amount.

Since 2017, the City has funded this post-employment benefit on a “pay-as-you-go" basis, meaning that the City is not prefunding this unfunded liability, and has been contributing approximately $350,000 per year towards the program. However, the overall liability continues to increase, and funding should increase to $600,000 to $750,000 per year if the City were to keep pace with the cost of the program. 174 Attachment 1

CITY OF EL PASO DE ROBLES

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

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

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

The Miscellaneous and Safety Plans’ provisions and benefits in effect on June 30, 2023, are summarized below:

Miscellaneous Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 2.5% @ 55 2.0% @ 60 2.0% @ 62
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50-55 50-63 52-67
Monthly benefits, as a % of eligible
compensation 2.00% to 2.70% 1.43% to 2.42% 1.00% to 2.50% Final average compensation period One year Three year Three year Required employee contribution rate 8.000% 7.000% 7.000% Required employer normal cost rate 9.520% 9.520% 9.520% Required employer payment of UAL3 |--------------------------------------$2,215,554--------------------------------------| Police Safety Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 3.0% @ 50 3.0% @ 55 2.7% @ 57
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50 50-55 50-57
Monthly benefits, as a % of eligible
compensation 3.00% 2.40% to 3.00% 2.00% to 2.70%
Final average compensation period One year Three year Three year Required employee contribution rate 9.000% 9.000% 13.000% Required employer normal cost rate 23.750% 20.640% 12.780% Required employer payment of UAL $1,278,776 $17,649 $14,044 175 Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Fire Safety Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 3.0% @ 55 3.0% @ 55 2.7% @ 57
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50 50-55 50-57
Monthly benefits, as a % of eligible
compensation 3.00% 2.40% to 3.00% 2.00% to 2.70%
Final average compensation period One year Three year Three year Required employee contribution rate 9.000% 9.000% 13.000% Required employer normal cost rate 21.840% 20.640% 12.780% Required employer payment of UAL $416,273 $1,617 $1,663 Note 2: Second tier will only apply to employees transferring from another CalPERS agency or one with reciprocity on or after May 27, 2012.

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

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

The unfunded accrued liability (UAL) is the difference between the amount that should be held in investments (for future retirement payouts) and the actual amount held in investments. The City’s total UAL (not including the monies in the Section 115 Pension Trust Fund) on June 30, 2023 was $46.8 million. The City’s funded status for all plans on June 30, 2022, was 70.4% and is summarized by each plan:

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

Plan
Total Accrued
Liability
Market Value
of Assets
Unfunded
Accrued
Liability Funded Ratio
Misc. T1/T2/T3 $ 96,369,667 $ 64,808,700 $ 31,560,967 67.3% Police Safety T1 52,010,577 36,582,324 15,428,253 70.3% Police Safety T2 2,166,049 1,875,938 290,111 86.6%
Police Safety T3 1,885,251 1,639,087 246,164 86.9%
Fire Safety T1 28,654,296 22,341,817 6,312,479 78.0%
Fire Safety T2 562,108 502,180 59,928 89.3%
Fire Safety T3 932,362 816,775 115,587 87.6%
Total City 182,580,310 128,566,821 54,013,489 70.4%
Section 115 Trust
4 - 8,811,336 - -
Net UAL w/ 115 $ 185,580,310 $ 137,378,157 $ 48,202,153 74.0% 176 Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
On March 21, 2017, the City Council authorized the establishment of a Section 115 Pension Trust Fund. A Section 115 Trust is simply an investment instrument where funds can be placed into, and the only disbursements that can be made from that fund are pension related. A Section 115 provides greater investment flexibility than keeping the funds in the City’s investment portfolio (the City’s ability to invest is limited by State law), yet still give the City oversight on the investments; the City has no such oversight with CalPERS. For pension liability purposes, CalPERS only includes investments they hold and not the funds in the Section 115 Trust. That said, since those funds are restricted and can only be used towards pension payments, it is appropriate to include those funds in the overall examination of the City’s pension obligation. When the Section 115 funds are included, the City’s net pension obligation is $48.2 million, or 74.0% funded.

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

Fitch Affirms El Paso de Robles, CA’s GO Bonds at ‘AA’; Outlook Stable Fitch Ratings - Austin - 28 Mar 2022: Fitch Ratings has affirmed the city of El Paso De Robles, CA (the city or Paso Robles) Issuer Default Rating (IDR) and outstanding general obligation bonds (GO) bonds at 'AA'; The Rating Outlook is Stable.

SECURITY
The GO bonds are payable from unlimited ad valorem taxes levied within the city.

ANALYTICAL CONCLUSION
The 'AA' IDR and the GO rating reflect the city's strong long-term revenue growth prospects, solid expenditure flexibility, moderate-to-low long-term liability burden and superior gap-closing capacity.

Pension-Related Payments – Fiscal Year 2024-25
CalPERS Payments
Fund Normal Cost
Unfunded
Liability Payment
Section 115 Trust
Pre-funding Total
General Fund $ 2,096,800 $ 2,765,400 $ - $ 4,862,200
J-20 SST Fund 430,900 547,300 - 978,200
IT CSF 45,000 85,400 - 130,400
Fleet CSF 25,800 48,600 - 74,400
Risk CSF 4,800 9,600 - 14,400
DT Parking Fd 13,300 24,400 - 37,700
L&L Fund 9,200 16,700 - 25,900
Water Fund 151,600 289,800 - 441,400
Sewer Fund 166,200 322,500 - 488,700
Airport Fund 18,700 36,300 - 55,000
Recycled Water 14,600 25,600 - 40,200
Solid Waste 9,200 18,300 - 27,500
Total City $ 2,986,100 $ 4,189,900 $ - $ 7,176,000
177 Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Economic Resource Base
Paso Robles is located in San Luis Obispo County midway between San Francisco and Los Angeles in the Central Coast region. The city, with a population of about 31,000, is a popular wine country destination that experienced a deep economic downturn over the past year. Before the pandemic, the city experienced a strong tax base and population growth, and it appears well-positioned for long-term growth after the pandemic with ongoing residential and commercial development activity still planned for the next several years.

KEY RATING DRIVERS
Revenue Framework: 'a'
Fitch expects revenue growth to exceed nominal GDP growth in the post-pandemic era, reflecting continued population growth and strong development activity in the city. The city's legal ability to raise revenues is constrained by state law requiring voter approval for tax increases; however, the city has had success in securing voter approval for tax increases as needed to support its operations.

Expenditure Framework: 'aa'
Expenditure flexibility is solid. Fitch expects the city's fixed carrying costs, which were 13.5% of expenditures in fiscal 2021, to remain moderate even with additional debt. The city's labor environment is manageable with policymakers retaining the right to impose economic terms in rare instances where negotiations reach an impasse. Growth in spending is likely to be in line with revenue gains over time.

Long-Term Liability Burden: 'aa'
The city's long-term liability burden is currently low-to-moderate relative to its resource base at just under 10% of personal income.

Operating Performance: 'aaa'
The city has superior gap-closing capacity, given its very strong reserves and solid expenditure flexibility.

Budget management is also strong with particularly proactive efforts to pay down pension liabilities and careful long-term financial planning.

RATING SENSITIVITIES
Factors that could, individually or collectively, lead to positive rating action/upgrade:
• A sustained reduction in long-term liabilities to below 10% of resident personal income after the city addresses major capital projects that are currently under consideration; • Lower fixed carrying costs which lead to improved expenditure flexibility.

Factors that could, individually or collectively, lead to negative rating action/downgrade:
• A decrease in the financial resilience assessment due to the emergence of ongoing imbalances between revenues and expenditures, leading to a significant reduction in reserves; • Sustained post-pandemic revenue weakness that reduces the city's revenue growth to below the rate of U.S. nominal GDP growth.
178 Attachment 1

CITY OF EL PASO DE ROBLES

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

BEST/WORST CASE RATING SCENARIO
International scale credit ratings of Sovereigns, Public Finance and Infrastructure issuers have a best-case rating upgrade scenario (defined as the 99th percentile of rating transitions, measured in a positive direction) of three notches over a three-year rating horizon; and a worst-case rating downgrade scenario (defined as the 99th percentile of rating transitions, measured in a negative direction) of three notches over three years.

The complete span of best- and worst-case scenario credit ratings for all rating categories ranges from 'AAA' to 'D'. Best- and worst-case scenario credit ratings are based on historical performance. For more information about the methodology used to determine sector-specific best- and worst-case scenario credit ratings, visit https://www.fitchratings.com/site/re/10111579.

CREDIT PROFILE
The city's economy was negatively affected by the precipitous pandemic-related downturn in the tourism industry. As with most other tourism-based economies, sales tax revenues make up the largest portion of general fund revenues (38%) with transient occupancy taxes ([TOT], 15%) also significant. Sales tax revenues declined 5% yoy to $15.1 million in fiscal 2020 while TOT revenues declined 18% yoy to $5.1 million. Property taxes, which comprise 25% of general fund revenues, are typically more stable and were largely unaffected by disruptions caused by the pandemic.

As tourism recovers, the economy has rebounded with sales taxes increasing approximately 18% to $17.9 million in fiscal 2021, 12% higher than pre-pandemic levels, significant improvement. TOT revenues have also fared well, increasing nearly 40% to $7.1 million, a 14% increase over pre-pandemic revenues. The city benefits from its location as a popular drive-to tourism destination within distance of both Southern California and the San Francisco Bay Area. Its mild climate allows year-round outdoor activities and dining, and its vineyards and proximity to the coast have been enduring draws.

In November of 2020, a new 1% sales tax was approved by voters and went into effect in April 2021. These revenues have been included in the fiscal 2022 adopted budget. Management reports that this will generate approximately $10.4 million in additional revenue (approximately 21% of fiscal 2022 budgeted general fund revenues). The sales tax is not legally restricted as to use, but the city plans to use the funds to bolster public safety and street programs.

Overall, Fitch expects positive financial trends to continue given the city's strong financial performance as it emerges from the pandemic. The fiscal 2022 updated budget report anticipates an operating surplus of approximately $4.7 million bolstered by strong sales tax revenue performance. Fiscal 2022 sales taxes are budgeted at $19.2 million, a 7% yoy increase and approximately 21% above pre-pandemic sales tax revenues.

TOT revenues are expected to be $7.6 million, a 22% increase from pre-pandemic results. The city is anticipating $12.3 million in property tax revenues, a 13% increase over pre-pandemic property tax revenues.

According to management, the city received approximately $385K under the Coronavirus Aid, Relief, and Economic Security (CARES) Act. The CARES funds have been fully expended. The city received $5.5 million under the American Rescue Plan Act (ARPA). The city expects to use the bulk of the ARPA funds towards infrastructure projects
179 Attachment 1

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180 Attachment 1

Appendices
Attachment 1

Attachment 1

RESOLUTION 24-XXX

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

BUDGET FOR MAINTENANCE & OPERATIONS AND CAPITAL APPROPRIATIONS FOR FISCAL YEAR 2024-25 AND FISCAL YEAR 2025-26
WHEREAS, the City Council of City of El Paso de Robles is required to adopt a comprehensive operating and capital expenditure budget in order to authorize the receipt of revenues and to authorize, guide, and direct the City’s activities no later than June 30, each year; and WHEREAS, on March 2, 2024, the City Council of the City of El Paso de Robles conducted a Public Goals and Budget Priorities Setting Workshop; and
WHEREAS, on March 19, 2024, the City Council of the City of El Paso de Robles adopted goals and strategic priorities; and
WHEREAS, on April 16, May 7, and June 3, 2024, the City Council of the City of El Paso de Robles held a discussions for the proposed budget for fiscal year 2024-25 and fiscal year 2025-26; and WHEREAS, the total City of El Paso de Robles appropriations, including the General Fund, Enterprise funds, Debt Service funds, Special Revenue funds, Capital Project funds, and Agency funds is $170,245,300 for FY 2024-25 and $155,426,100 for FY 2025-26; and WHEREAS, staffing for all funds includes up to but not more than 304.44 full-time equivalents for FY 2024-25 and 314.44 for FY 2025-26, plus any additional positions approved by Council, in those numbers and within those classifications as described in the budget; and WHEREAS, the budget document contains all projected revenues, appropriations, and transfers, and shall be implemented by the City Manager per this resolution.

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

Section 1. The operating, debt service, and capital improvement plan budget for the City of El Paso de Robles for the fiscal year beginning July 1, 2024, and ending June 30, 2025 and beginning July 1, 2025, and ending June 30, 2026, is hereby adopted; Section 2. General Fund revenues, as well as the revenues of all other funds, shall be continuously monitored in order to measure collections against estimates. The Administrative Services Director shall return at appropriate intervals to report on the progress and request any needed adjustments; and
Section 3. At the close of the fiscal year, unexpended appropriations in the operating budget may be carried forward to the next fiscal year, as necessary, to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized, but 181 Attachment 1

uncompleted projects, as approved by City Council, may also be carried forward to the next succeeding fiscal year upon approval of the City Manager.

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

AYES:

NOES:

ABSTAIN:

ABSENT:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk
182 Attachment 1

RESOLUTION 24-XXX

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

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

Section 1. The City Council hereby approves the following appropriation limitation for the fiscal year ending June 30, 2025.

FY 2023-24 Appropriation Limit $63,225,845
Change in Population 0.000037
Change in Income 0.036200
Total Change 0.039935
FY 2024-25 Appropriation Limit $65,761,201
APPROVED by the City Council of the City of El Paso de Robles this 18th day of June 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk
183 Attachment 1

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184 Attachment 1

Fiscal Year 2022-23
Year in Review
185 Attachment 1

186 Attachment 1

5 I
t is my pleasure to present the Year in Review for the City of Paso Robles for Fiscal Year 2022-23. This report highlights major initiatives, programs and projects undertaken between July 1, 2022 through June 30, 2023 along with key data and fiscal information. The objective of the report is to provide all stakeholders with a snapshot of the excellent work undertaken by City staff under the direction and leadership of the City Council.

The past fiscal year was a period of significant change and achievements for our organization. It began with a new set of goals approved by the City Council, a return to a two-year budget cycle, and a reorganization of multiple City departments to better serve the needs of the community. In fall 2022, a general election saw the reelection of Mayor Martin and Councilmember John Hamon, as well as the election of new councilmember Chris Bausch. Voters also approved Measure F-22, a one percent increase to the City’s transient occupancy tax. This year also saw new partnerships come together, with the City and Cal Poly partnering to develop a spaceport license application for the airport, as well as partnering with the City of Atascadero on a North County Broadband Strategic Plan.

Special events and tourism continued to play a key role in the vitality of the City. Over 2 million visitors spent time in our downtown core over the past 12 months. Hotel occupancy remained steady and room rates remained strong, reflective of the region’s strengthening brand awareness among travelers. The City, with sponsorship from Travel Paso, initiated the return of the 4th of July celebration at Barney Schwartz Park. The event drew several thousand attendees to watch the impressive fireworks show.

That event was followed up by a free New Year’s Celebration in City Park, which included music, food vendors and a live band.

Notwithstanding the rain, hundreds turned out to ring in 2023! Early 2023 brought record rainfall to our region, which resulted in two local emergency declarations, activation of the City’s emergency operations center and an “all hands” response from City staff that helped to minimize damage. The latter half of the fiscal year included many exciting development-related activities, including the circulation of the Draft Environmental Impact Report for The Landing project and the announcement of the redevelopment of the Ennis Building at Niblick and Creston by Barrelhouse Brewing.

The City remains on a fiscally sound footing, with a fully funded rainy day fund, receiving reaffirmation of the City’s AA bond rating, and being presented with the national Distinguished Budget Presentation Award for the first time. Revenues remain stable and growth-oriented, albeit at a much more “normal” pace than was experienced over the past two years.

Over the past 12 months, I am most proud of the City team members who continue to find innovative ways to meet community expectations, achieve City Council goals, and serve the public in the most responsive manner possible.

Ty Lewis, City Manager

MESSAGE FROM THE CITY MANAGER
Ty Lewis, City Manager
Chris Huot, Assistant City Manager
Christopher Alakel, Utilities Department Director
Freda Berman, Public Works Department Director
Ryan Cornell, Administrative Services Department Director Angelica Fortin, Community Services Department Director Warren Frace, Community Development Department Director Damian Nord, Police Department Director/Police Chief
Jonathan Stornetta, Emergency Services Department
Director/Fire Chief
Executive Team — Fiscal Year 2022–2023 Year in Review
187 Attachment 1

FTEs: 6 Budget: $2.6 Million
CITY MANAGER’S OFFICE
The City Manager’s Office is led by City Manager Ty Lewis. Under the councilmanager form of government, the city manager is responsible for day-to-day oversight of all City operations and departments.

The City Manager’s Office is responsible for the implementation of policy established by the Paso Robles City Council and the coordination of those efforts through the City’s nine departments. The City Manager’s Office primary functions include legislative support, policy implementation, budget development, strategic planning, economic development, elections, and community engagement services.

The City Manager’s Office includes several divisions that provide specific services to the public, in alignment with adopted City Council Goals. These divisions include City Clerk, Civic Engagement, and Economic Development. These divisions operate with a unit budget, one employee each reports to the Assistant City Manager. As outlined below, each of these divisions have specific goals, objectives, and performance measures.

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

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

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

HIGHLIGHTED PROJECT
FY 23 saw notable milestones reached as the City
continues to pursue a spaceport designation for
the City-owned municipal airport. In FY 23, the City
and California Polytechnic State University, San Luis
Obispo, entered into an agreement for Cal Poly to
lead the development of an application for a spaceport license with the Federal Aviation Administration.

Economic Development and airport staff have been
working closely with the Cal Poly team in finalizing
this application.
188 Attachment 1

FY 23 Annual Data at a Glance
CMO
• $235,000 in competitive grants secured through
grant writing firm
• Five legislative position letters issued
• Led two Paso Robles engagement trips to
Sacramento and Washington DC
City Clerk
• ~200 resolutions processed
• 31 regular, special, and emergency City Council
meeting agendas prepared and meetings managed
• 165 compliance filings processed
Community Outreach
• Sent 23 community newsletters to 19,700 recipients
with a 42% open rate
• Communicated to 25,000 residents/followers via
social media
• Garnered 376,204 unpaid impressions on social
media
• Generated 388,000 website visits
• Generated 920,000 website pageviews
• Administered 4 resident surveys, with 1,500+
responses
• Promoted 25 City events
• Fielded 84 hours of resident phone calls
• Spent approximately 260 hours answering residents’
questions on social media
Economic Development
• Participated in 3 industry and trade events to
promote Paso Robles as a business destination
• Signed 2 international Letters of Intent for the City’s spaceport
• Secured 1st Tech Corridor Test Site tenant
• Sent 11 Economic Development newsletters to 909
recipients with 54% open rate
relations, marketing, promotions, social media, graphic design help to communicate City programs to residents
and website updates. 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 Highlights
City Manager’s Office
Stakeholder Engagement: The City Manager’s Office
initiated several activities during FY 23 to better engage stakeholders at the regional, state, and federal levels. The objective of these efforts was to raise the profile of priority projects and other issues impacting the community. The
City Council approved an agreement with Townsend Public Affairs to assist the City with its engagement efforts in Sacramento and Washington DC. Additionally, the City
Council adopted its first ever legislative platform, which 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. The City Manager’s Office led two engagement sessions in Washington DC and Sacramento, meeting with
elected representatives and appointed officials. As an
outcome of these trips, two City projects were submitted as Community Project Funding requests by Congressman
Panetta and Senator Padilla: the City’s Joint Regional
189 Attachment 1

Public Safety Training Facility and State Route 46 East/ Union Road Overcrossing project. The outcome of these
requests will be known in fall 2023.

California Transportation Commission/Caltrans
Engagement: The City Manager’s Office led an effort
to bring together transportation stakeholders at the
regional and state level to discuss much needed safety
improvements along State Route 46 East. In early May,
Senator John Laird and Assemblymember Dawn Addis,
along with Caltrans Director Tony Tavares, and California Transportation Commission Chair Lee Ann Eager joined
county and city officials to tour the State Route 46 East corridor and discuss why these improvements are critical for the state. The tour included an onsite visit to the Airport Road intersection to view the various uncontrolled turning movements that are occurring at that location. There
were several positive takeaways from the tour, including feedback on how best to approach future opportunities
to fund an overcrossing/interchange at SR 46 East and
Union Road.

Storm Response: In early 2023, the City’s Emergency
Operations Center was activated for two large storm
events. The Assistant City Manager and City Manager filled the role of EOC Director for the January and March storms, respectively. In this capacity, the EOC Director provided strategic direction to the entire EOC operations. During both storms, the EOC Director declared local emergencies which were later ratified by the City Council. After the January storm event, the City held a post-storm briefing at the City’s EOC, which was attended by Congressman
Jimmy Panetta, State Senator John Laird and other state and federal officials.

Department Reorganization: The City Manager’s Office
provided strategic direction and recommendations to the City Council regarding the department reorganization that was approved by City Council beginning this fiscal year.

The reorganization directly involved the City Manager’s Office, including shifting Information Technology to
the Administrative Services Department from the City
Manager’s Office. Additionally, the City Manager’s Office added one full-time Deputy Clerk/Administrative Assistant to increase the capacity of the office and to meet the
growing demands.

Leadership Development Program: The City Manager’s
Office initiated a High-Performance Government training program in FY 23 that covered several topic areas intended to empower our team to create a high-performing,
innovative organizational ecosystem. The program included a combination of in-person quarterly trainings and onehour “Lunch & Learn” sessions focused on topics such as productivity, creativity, innovation, process mapping, prioritization, and goal setting. The program is directly aligned with the City Council goals to invest in professional development, enhance service delivery and provide the
best customer service possible.

Measure F-22: The City Manager’s Office provided
general support and guidance to the City Council as
part of evaluating the placement of a measure on the
November 2022 ballot to increase the City’s transient
occupancy tax (hotel tax) by one percent. This work
included community outreach, surveys, and preparing
the necessary documents for Council consideration. The
City Council approved the placement of the measure on the November 2022 ballot. It was approved by 58 percent of
voters. Post-election, department staff coordinated closely with the Administrative Services department, Travel Paso, and hoteliers to implement the new tax rate. The measure is anticipated to generate $800,000 annually for general 190 Attachment 1

City services, including economic development, quality of life and downtown improvements.

Pioneer Park Sale: For over 20 years, the City and Paso Robles Events Center (16th District Agricultural Association) have discussed mutually agreeable ways for the Events
Center to expand its footprint within Paso Robles. The Event Center has been home to the Mid State Fair since 1946. The current site is bounded by US 101 to the east, 24th Street to the north, the main event center parking lot/railroad line to the west and the City-owned Pioneer Park to the south. The Events Center Board has previously approached the City
about purchasing a portion of Pioneer Park to expand its operations. The concept had been discussed over several years, with the City Council and Events Center coming to a conceptual sale agreement in 2022. The department
co-led the project with the City Attorney and provided
direction to the applicable departments in facilitating the necessary actions to move the sale to completion. At the end of FY 22, the City had finalized several items necessary to facilitate the transaction. The property is anticipated to be officially transferred to the Events Center in FY 24. The net proceeds from the sale of the property will be used to construct park improvements at a site to be determined.

City Clerk’s Office
Agenda Management Software: The City Clerk’s Office
led the implementation of a new agenda management
platform, which provides significantly enhanced
accessibility to City Council agendas for the public and has resulted in substantial efficiencies for the City Clerk in preparing each agenda. The first phase of the new
platform was implemented in January 2023 and phase two
was completed in June 2023. Future phases of the project are underway and are anticipated to be completed in FY

24. The platform improves the City’s internal process to compile staff reports and publish the agenda. The platform also improves the public’s ability to navigate the agenda on the City’s web site, search prior agendas and review audio/video of specific items within a meeting agenda.

Council Vacancies and Elections: The City Clerk supported the City Council through the process of appointing a
new councilmember due to a resignation during FY 22.

Four community members applied for the seat and were
interviewed at a special Council meeting in August 2022.

After the interviews concluded, the council unanimously selected Chris Bausch to fill the vacant seat.

Additionally, the November 2022 General Election included elections for the office of Mayor, District 1 Councilmember, District 2 Councilmember, Measure E-22 (changing the
Treasurer position from elected to appointed) and F-22
(increasing the City’s hotel tax by one percent). The City Clerk facilitated the City’s election process, which included consolidation of the election with the County of San Luis Obispo, publishing the Paso Robles City Council Candidate Handbook, facilitating required filings and statements from candidates, advising the City Council on election matters, publishing of all required filings, statements and noticing, and completing the swearing-in process.

Economic Development
A New Economic Development Plan: The City last completed an economic development strategic plan in 2006. Since that time, the city has undertaken significant economic growth, particularly in the area of the wine and tourism industries.

However, the City’s current plan does not reflect current best practices and strategies within a post-recession and post-pandemic environment. Furthermore, the City Council approved the re-establishment of a full-time Economic
191 Attachment 1

Development Manager position in FY 21. A combination
of these factors led staff to propose, and the City Council to approve, a project to develop a new, comprehensive
economic development plan. The City Council approved
an agreement with Willdan Financial Services to prepare a new 5-year economic development plan in June 2022.

Throughout the last year, staff has worked closely with the Willdan team in developing the plan. This has included comprehensive, ongoing engagement with local business
stakeholders, including the Chamber of Commerce, Wine
Country Alliance, Main Street Association and Travel Paso.

The plan is in the final stages of development and will be brought to the City Council for review in FY 24. This plan will be the foundation for the City’s economic development activities for the next five years.

Regional Engagement: In addition to ongoing, proactive
involvement with local stakeholder groups, City staff
also actively engaged with the Regional Economic
Action Coalition (REACH) serving as Chair of the REACH
Practitioner Network, a working group comprised of
municipal Economic Developers across San Luis Obispo and Santa Barbara counties, and as a member of the Steering Committee for creating the Regional Comprehensive
Economic Development Strategy (CEDS).

Paso Robles the First City in California Accepted into
the Rural Innovation Network: The City of Paso Robles,
in partnership with the Hispanic Business Association
(HBA), was selected to participate in the Center on
Rural Innovation’s (CORI) program for developing digital economies in rural communities of color. At the conclusion of the in-depth program, the City of Paso and the HBA have been admitted into CORI’s Rural Innovation Network, a
nationwide community of change agents and local leaders working to advance the economic future of small-town
America. Paso Robles is the first community in California to be accepted into the Rural Innovation Network.

Paso Robles…the New Space Frontier: FY 23 saw notable
milestones reached as the City continues to pursue a
spaceport designation for the City-owned municipal
airport. In FY 23, the City and California Polytechnic State 192 Attachment 1

approach to expanding broadband internet access in the
region, including the following key initiatives:
• Pursuing grant funding and other sources of financing to support broadband infrastructure projects;
• Developing a city-wide broadband map to identify
underserved and unserved areas;
• Encouraging the expansion of existing broadband
providers and attracting new providers to the area;
• Promoting digital literacy and training programs for
residents and businesses;
• Exploring public-private partnerships to leverage
resources and expertise.

In addition to developing the plan, the Public Works team advanced work on the Paso Robles Fiber Optic Connectivity Project. Funded primarily by a $2.4 million Economic
Development Administration grant, the project will extend a fiber optic network throughout the downtown core and
west side and to five commercial and industrial job centers in the eastern and southern portions of the City. In FY 23, staff advanced the design of the project and received
approval to advertise the project for bids. As of June
2023, the City was awaiting permits from Caltrans prior to being able to put the project out to bid. Staff anticipates evaluating bids in FY 24 and bringing forth a plan of action to the City Council to implement the project.

Community Outreach
A Fresh Look: In January 2023, the City unveiled a
redesigned website, complete with a modern, easy-tonavigate layout, highlighting the services, programs, projects, and news items from across the organization. The new website was designed to help residents quickly find and access the information they need, remain accessible to all, and project a custom branded look and feel unique to Paso Robles. In FY 23 the website had over 318,000
users engaging in 536,000 sessions. These figures are up

11.5 percent and 16.4 percent, respectively!
As part of refreshing the City’s online presence, the Civic Engagement Coordinator worked with all departments
University, San Luis Obispo, entered into an agreement for Cal Poly to lead the development of an application for a spaceport license with the Federal Aviation Administration.

Economic development and airport staff have been working closely with the Cal Poly team in finalizing this application.

During FY 23, the City and Cal Poly team presented the
concept to a broad cross section of stakeholders, including a presentation at the 2023 CubeSat Developers Workshop
at Cal Poly. The application is anticipated to be submitted to the FAA in FY 24. The vision for the spaceport heavily focuses on education in space, whereby students can gain easier access to horizontal launch payloads to bring their projects to reality.

Train Station Reuse: In January 2023, the County of San Luis Obispo notified the City of its intent to vacate the train station facility. Since summer of 2021, the train station served as a no-cost COVID-19 testing site for the North County. Economic Development staff quickly engaged
various groups seeking a new tenant to lease the space.

With the congressional redistricting that took place in 2022, Congressman Jimmy Panetta now represents the City of
Paso Robles. A mutual interest developed to establish a congressional field office for this area of his district. In February 2023, the City Council approved a two-year
lease with the office of Congressman Panetta for the main tenant space in the station. The lease provides access to federal services for local residents, generates revenue for the City, and keeps this space occupied to deter undesired activities in the area.

Connecting Paso Robles: Adopting a regional Broadband
Strategic Plan was identified as a key goal of the Paso Robles City Council for FY 23. Over the course of the
fiscal year, staff developed a partnership with the City of Atascadero and jointly selected Teleworx to develop
the plan. In May 2023, the City Council approved the
North County Broadband Strategic Plan. The City was
awarded a Local Agency Technical Assistance grant from
the California Public Utilities Commission in the amount of $200,000 to completely reimburse both Cities for the cost of developing the plan. The plan outlines a comprehensive 193 Attachment 1

to complete a comprehensive update of the City’s photo
archive. As the City Council continues to prioritize public engagement, staff has worked to develop visually appealing and engaging social media posts, web stories and printed materials. Since the start of FY 23, Community Outreach staff has worked with a local photographer to capture
the people, facilities, projects and community assets that represent the work the City undertakes each day on behalf of the community. These photos are being used across
the City’s recently redesigned website, on all social media platforms, on flyers and City documents, and throughout City facilities as elevator wraps and wall hangings. These photos help the City better engage and inform stakeholders, as well as tell the story of the nearly 300 City staff that work on behalf of the community. These efforts are having positive impacts, with Facebook and Instagram up 185%
and 235%, respectively!
Engagements: The Civic Engagement Coordinator
manages a broad range of engagement activities
and events throughout the year. In FY 23, Community
Outreach led survey efforts as part of the City’s evaluation of potential changes to cannabis regulations and to
support a grant application for improvements adjacent
to the City’s only emergency homeless shelter. The latter included direct outreach and engagement with the
homeless shelter management and clients to determine
the types of improvements they would like to see within their neighborhood. These engagement efforts extended
beyond surveys, with Community Outreach staff helping
to coordinate several public workshops in FY 23, including short term rentals and cannabis forums. Community
Outreach extends into special events. The Community
Outreach staff helped to produce several high-profile
community events in FY 23, including the July 4th celebration and New Year’s Eve celebration, along with a number of
groundbreaking and ribbon cutting ceremonies. The team
also provided direct communication support in important emergency information to the public during the January and March storm events. Throughout FY 23 the team issued over 80 news releases, published 23 monthly newsletters and
generated 275 social media posts across four platforms. 194 Attachment 1

FTEs: 15 Budget: $5.9 Million

ADMINISTRATIVE SERVICES
The Administrative Services Department is led by Administrative Services Director Ryan Cornell and three division heads who oversee Finance and Utility Billing, Human Resources/Risk Management, and Information Technology.

The department provides a broad range of services that support all City departments and the public.

The Finance Division develops, oversees, and implements fiscal policies and procedures to ensure a financially strong and effective City government. To that end, the Division is responsible for leading the development of the City’s biennial budget process and budget monitoring throughout the fiscal year. The division also coordinates the annual municipal audit and compiles year-end financial records into the City’s Annual Comprehensive Financial Report (ACFR). Lastly, the Finance division is also responsible for providing services such as accounts payable, accounts receivable, business license, transient occupancy tax, utility billing, compliance with various State and Federal reporting requirements, 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 highly qualified, streamlined 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 files claims against
third parties responsible for damage to City property.

This division also administers and monitors workers’
compensation claims, with the goal of providing costeffective quality medical care to injured employees to facilitate their recovery to pre-injury status and return to work as soon as reasonably possible.

HIGHLIGHTED PROJECT
In FY23 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).
195 Attachment 1

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 protecting information from cyber-attacks
and disasters. In addition to supporting over 270 desktop and mobile computers, 190 phones and 85 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 database
management functions.

Department Highlights
Finance and Utility Billing
Financial Reporting Awards: Each year, the Government
Finance Officers Association (GFOA) offers local
governments the opportunity to submit their Annual
Comprehensive Financial Report and Adopted Budget
Report to be reviewed by government finance peers.

Upon completion of review of these documents and
meeting specific standards set by GFOA, the entity is
presented with Certificate of Achievement for Excellence in Financial Reporting Program and/or Distinguished
Budget Presentation Awards Program. In FY 23, the City
was recognized with both of these awards for:
• Annual Comprehensive Financial Report – FY 2021-22
• Adopted Budget Report – FY’s 2022-23 and 2023-24
Financial Forecasting and Transparency: The Finance
Division will continue to develop a financial forecast that includes a balanced operating budget and a funding
plan for infrastructure needs while maintaining adequate reserves to ensure the City’s overall long-term fiscal health.

In FY 23, the Finance Division led the City’s return to a two-year budget cycle, maintaining healthy general fund reserves, and directing the continued funding of the City’s Section 115 Trust. More detailed information about the
City’s budget and annual comprehensive financial report is available online at prcity.com/financial reports and in the charts included in this year’s annual report.

Storm Response: The City experienced two 100-
year storms this past winter. Emergency response
reimbursement through the Federal Emergency
Management Agency (FEMA) is currently underway and
the Finance Division is instrumental in maximizing federal and state reimbursements. The FEMA process is long and
cumbersome, taking several years to complete for the more than $1 million in expenditures the City expects to submit FY 23 Annual Data at a Glance
• Number of Checks Issued: 6,009
• Number of New Business Licenses Issued: 594
• Number of Renewed Business Licenses: 3,088
• Number of New Employees Started: 48
• Number of Recruitments Started: 44
• Number of Hardware and Devices Managed By
IT: 918
196 Attachment 1

for reimbursement. Fortunately, the City’s General Fund reserves were fully funded prior to the storms and have provided the financial flexibility for the City to withstand this emergency.

Human Resources and Risk Management
Recruitment, Retention, and Labor Relations: Since
July 1, 2022, Human Resources staff managed over 66
recruitments and reviewed over 1,158 applications to hire or promote approximately 115 employees into a variety
of positions. Paso Robles-area residents were hired into 60 percent of these positions. Human Resources staff
foster collaborative working relationships with the City’s unions and employee groups through open communication.

Negotiations for successor contracts with the three unions (as well as the unrepresented management and part-time
groups) were approved by the City Council in December
2022.

People Planning: The City’s most valuable asset is its
employees. As a service-driven organization, attracting and retaining a highly qualified workforce is critical to meet City Council goals and community priorities. 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. The classification and compensation system should be simple and strategic, include clear job descriptions and career 197 Attachment 1

paths, provide for internal pay fairness across similar types of jobs and experience levels, and be competitive within relevant markets. Over time, the City’s approach to a classification and compensation system was piecemeal
and individual, rather than strategic and citywide. In FY 23, the City retained a professional firm to examine the City’s existing classification and compensation system, compare it to neighboring and similar jurisdictions and provide recommendations on best practices. The study is anticipated to be completed by April 2024.

Information Technology
The IT Division undertook several initiatives during FY 23 to support technology needs of departments and the
community. Highlights of this work include:
• Led the update of all the technology in the new
Police vehicles being put into service. This includes
new computers, software, and in-car video technology
to meet the demands and requirements of a modern
police department.
• Implemented an updated WiFi system at all City
facilities to improve connectivity and speeds. The
new library WiFi will have the capability to automate
required state reporting metrics.
• Supported the vendor and public safety departments
in implementing the new radio dispatch (911) system.
• Coordinated with the security camera vendor in
implementing the new security camera system at the
Public Safety Center. This is a multi-phased approach
due to the complexity of the installation.
• Coordinated directly with contractors and vendors
to install all new technology at Fire Station 3 and is
working alongside the telecommunication vendors to
get network utilities at the site.
• Set up, installed equipment, and coordinated vendor
efforts to ensure the Fire Station Airport Annex is
operational.
• Helped with upgrade and installation of the new
Records Management System (RIMS) for Emergency
Services and its integration with additional software
used by the Fire Department.
• Provided on-demand technology support during
the January and March storm events, including
supporting the City Emergency Operations Center
staff and ensuring online services remained functional
throughout the events.
• Provided real-time mapping services during the
January and March storms to coordinate emergency
response, property impacts and evacuation orders.

Maps were utilized within the Emergency Operations
Center, on the City’s web site and shared in real time
on social media.
198 Attachment 1

FTEs: 79.41 Budget: $13.6 Million
The Paso Robles Police Department is led by Chief Damian Nord and three commanders. The department provides law enforcement services to the residents and visitors of Paso Robles. These services include Patrol, Investigations, Community Action Team, School Resources and SWAT.

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!”
Department Highlights
Measure J-20 & Staffing: In 2020, Paso Robles voters approved Measure J-20, a one cent local transaction and use tax.

One of the three priorities for the Measure is to adequately staff and equip the police department to augment existing services and proactively plan for future demands. In FY 23, nine additional sworn positions and 3 civilian positions were added to the department. By the end of FY 23, the department’s sworn staffing increased by 13 percent when compared to before Measure J-20 was in place. Three additional police officer candidates have passed testing, background, and physical tests and are anticipated to enter the police academy in July 2023. If successful in the academy, the sworn staffing complement will increase by 20 percent from
2020 levels.

Implemented Lateral Recruitment Program: The approval
of Measure J-20 set a plan in motion. Hiring seasoned
police officers is the most effective utilization of City funds and department training resources and provides a critical deeper breadth of experience to the City’s sworn police force.

Community Action Team: This team is dedicated to
engaging the community’s homeless population, with the
primary objective of connecting individuals with resources and shelter opportunities. In FY 23, homeless-related calls

POLICE DEPARTMENT
FY 23 Annual Data at a Glance
• 75,493 total calls received
• 13,465 9-1-1 calls received
• Responded to 534 total traffic collisions
• Made 1,768 arrests
• 16 citizen volunteers donated 2,652 hours
• 7:13 average response time for priority 1 calls for
service
FTE = Full-Time Equivalent (# of employees)
199 Attachment 1

for service were the second most frequent type of call
received by the department. The Salinas riverbed remains a priority focus area of this team, seeking to reduce fire risks and during winter 2023, mitigating impacts from
record flooding. In FY 23, the team led 50 riverbed clean ups, removing nearly 200,000 pounds of trash.

Community Engagement: The department organizes and
participates in events throughout the year to connect with the community. These events and interactions allow the
public to learn about department operations and for the department to learn about needs within the community.

In FY 23, the department:
• Hosted the Countywide Peace Officers Memorial;
• Held an open house in partnership with the Paso
Robles Fire Department;
• Hosted Paso Night Out, designed to strengthen the
community by encouraging neighborhoods to engage
in stronger relationships with each other and with their local public safety partners;
• Reinstated the Santa’s Sleigh event, providing children with the opportunity to meet Santa, take a photo, and
tell him what they wanted for Christmas. Santa and
his elves also handed out stockings filled with toys to every child in attendance.

HIGHLIGHTED PROJECT
9-1-1 Communications System Upgrade: The new system is expandable and adaptable, digital channels allow the PD to be cutting edge while maintaining interoperability with our neighboring agencies and keeping our radio security in compliance with FBI Security Policy. Additionally, the upgraded communications network is compatible across departments and improves emergency preparedness by promoting unified command during exercises. 200 Attachment 1

Major Capital Investments
• 9-1-1 Communications System Project: The
Communications Center upgraded its hardware,
software, and communications system by installing
a new P25 Digital conventional K-Core configuration
for analog and mix mode operations. The new design
replaced the existing analog system. The new system
includes a digital encrypted channel for emergency
operations. This project was made possible by Measure
J-20 funds.
• Computer Aided Dispatch (CAD) / Records
Management System (RMS): A new RMS and CAD
System, RIMS developed by Sun Ridge Systems, was
launched and implemented in October 2022. RIMS
supports CAD Incident entry and management, Police,
Fire/EMS Unit recommendation, Fire Run Cards, and GPS
Unit recommendation. RIMS delivers comprehensive
data, detailed report writing and allows officers to
identify and address crime trends within the city.
• RapidDeploy: Our Communications Center acquired
the ability, with RapidDeploy, to respond by text to
9-1-1 callers in the case of a hang-up from most
cellular phones. This service also allows the ability to communicate in multiple languages via text if needed.
201 Attachment 1

FTEs: 43 Budget: $9.0 Million
The Paso Robles Fire and Emergency Services Department is led by Chief Jonathan Stornetta and a deputy chief. The department 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 provides technical rescue services including high-angle, trench, swift-water, and confined space.

Finally, the department provides fully capable hazardous materials emergency response in conjunction with the San Luis Obispo County Regional Hazardous Materials Team. These services are rendered from two fire stations and two properties totaling nearly 20 square miles. The department provides automatic and mutual aid to other fire agencies within San Luis Obispo County.

The Paso Robles Fire and Emergency Services Department is dedicated to protecting your quality of life through exceptional public service and interactive community engagement.

Department Highlights
Measure J-20 & Staffing: In 2020, Paso Robles voters
approved Measure J-20, a one cent local transaction
and use tax. One of the three priorities for the Measure is to adequately staff and equip the fire department to augment existing services and proactively plan for future demands. Consistent with the department’s Five-Year
Strategic Plan, the FY 23 budget included the addition
of one deputy chief, one fire inspector and funding for 100 percent of six firefighter costs previously funded
through a federal Staffing for Adequate Fire and Emergency Response (SAFER) grant. The deputy chief fire inspector positions have been filled. The Measure and these new
positions allow the department to build capacity, enhance succession planning and maintain necessary firefighter

FIRE & EMERGENCY SERVICES

HIGHLIGHTED PROJECT
Emergency Operations Center Activation: The City
experienced two 100-year storm events in January
and March 2023. The department led the activation
of the City’s emergency operations center and fire
staff filled several EOC roles throughout the multi-day events. During both events, the City declared a local
emergency. The January storms resulted in nearly $1
million in damage to City assets and infrastructure.

Department staff provided post-storm briefings to
the City Council, as well as county, state, and federal elected officials.
202 Attachment 1

staffing levels to respond effectively to the growing number of calls for service. Additionally, the department completed two Firefighter Recruit Academies, which resulted in five previously vacant firefighter positions filled and sent two firefighters to paramedic school. The Administrative Fire Captain position was also filled during FY 23.

Emergency Operations Center Activation: The City
experienced 100-year storm events in January and March
2023. The department led the activation of the City’s
emergency operations center and fire staff filled several EOC roles throughout the multi-day events. During both
events, the City declared a local emergency. The January storms resulted in nearly $1 million in damage to City assets and infrastructure. Department staff provided post-storm briefings to the City Council, as well as county, state, and federal elected officials. EOC Plans and Annexes continue to be updated.

Community Risk Reduction: The department leads the
City’s efforts to reduce fire and emergency risks through outreach, engagement, and action. FY 23 marks the
third year the department has utilized a combination of goats and mechanized equipment to abate 100 acres of
hazardous fuels in the Salinas riverbed. These actions
have reduced the frequency and size of fires within this vegetation-rich corridor. Covering up to three acres per day, the goats primarily remove ladder fuels, which is
vegetation that would take a fire from the ground into the tree canopy, creating a larger, more intense fire.

Separately, the department engaged the Office of the State Fire Marshal in response to the state’s proposed update to the Fire Hazard Severity Zone (FHSZ) map. In the first draft of the updated map, unincorporated areas immediately to the west of City limits were changed from High to a Very High Fire Hazard Severity Zone. This change, if adopted, likely would have impacted property owners through
increased property insurance rates and/or the ability to obtain property insurance outright. Due to the leadership FY 23 Annual Data at a Glance
• Responded to 4,748 calls for service
» 3,276 were medical related and 187 were fire
related.
• 100% of education facilities inspected
• 100+ community members participated in Sound
the Alarm Smoke Detector Replacement Program.
• Fire and Emergency Services staff completed
11,624 hours of training.
• $228,000 in grants received
» Extrication tools
» Staff wellness
203 Attachment 1

of Chief Stornetta and input from community members,
the state reversed this change in the latest draft FHSZ map released in June 2023. In the latest draft, this area has reverted to a High Fire Hazard Severity Zone (which is the existing adopted designation).

FY 23 included the installation of the first 24/7 publicly accessible Automated External Defibrillator (AED) in City Park in downtown Paso Robles. The AED is housed in a
specially designed, climate-controlled kiosk known as a “SaveStation.” It can tolerate extreme weather, is safe to use, does not require specialized training, and provides instructions in both English and Spanish. The SaveStation was provided through charitable contributions by Justin Community Grants and the Paso Robles Elks Club. It is one of nine AEDs available at City facilities.

Community and Professional Training and Events:

The department seeks opportunities to implement best
practices, promote regional collaboration, and engage the community on a variety of safety-related issues. Over the last fiscal year, the department has:
• Hosted 273 individuals representing 45 fire
departments at 15 State Fire Marshal classes;
• Hosted 350 students from the City of Paso Robles and
cities throughout San Luis Obispo County at multiple
EOC trainings;
• 38 community members attended Community
Emergency Response Team (CERT) training;
• 85 community members participated in the FireWise
workshops;
• 500+ participants attended the annual SafetyFest.
204 Attachment 1

Major Capital and Equipment Investments
Construction of Fire Station 3 moved into the final stages during FY 23, with opening anticipated for late 2023. The 6,800 square-foot building includes a four-bay engine
house, office space, sleeping rooms, kitchen, and common areas. Other site improvements include parking lot and
driveways, storm water management infrastructure,
outdoor training areas, and drought tolerant landscaping.

Construction of Fire Station 3 is an important step in
meeting the SAFER Grant requirements while enhancing
emergency services for residents and visitors of the City.

Joint Public Safety Training Facility: The department, in conjunction with Public Works, initiated the design of a joint Police and Fire public safety training facility adjacent to future Fire Station 3. The Insurance Service Office
evaluation of the department identified several critical areas in which the City is deficient. One of the largest deficiencies identified was training facilities and use, in which the department received 0 points out of 35 in the category. Additionally, the fire department is unable to meet the annual State mandated live fire training requirements without a dedicated training facility. In order to address these deficiencies, the City needs to have a training facility where live fire training can be conducted, at least three stories in height, and a training area of at least two acres.

The facility will be available to other departments in the City’s operational region, and due to Paso Robles’ central location, it will serve students from throughout California.

This facility will be shared with the Paso Robles Police Department.

New Fire Apparatus: The department received and put
into service a new Type 3 fire engine in FY 23. This vehicle provides the department with a versatile resource for use both in an urban response setting, as well as for wildland fire fighting efforts, such as within the Salinas riverbed.

The primary benefit of this model is that the department can ensure better use of its resources while maintaining a cost-effective response configuration. The “right resource, right place, and right time” paradigm is the key concept for the deployment of a Type 3 engine.
205 Attachment 1

FTEs: 39 Budget: $9.7 Million

PUBLIC WORKS
The Public Works Department is led by Public Works Director Freda Berman.

The Department is responsible for the construction and maintenance of City streets, traffic signals, medians, parkways, trees, open space, public parking lots, stormwater facilities, the Municipal Airport, City-owned buildings and the Landscape & Lighting District.

The Public Works Department is committed to providing the community with superior service in the most cost-effective manner, while ensuring that the maintenance, construction and operations of the public facilities and programs under its care are performed with utmost excellence and dedication to community betterment.

The department is organized into eight major functions:

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

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 E-12 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.

HIGHLIGHTED PROJECT
Streets Maintenance: Buoyed by Measure E-12 funding, the City was able to accelerate its street repair plan by one year, completing more work in less time than
originally anticipated, repairing over 7 miles of roads and putting down 230.5 tons of hot mix asphalt to fill
potholes. The Capital Projects Engineering Division
worked with a budget of $19.1 million to maintain,
repair and construct City streets, using Measure E-12
Supplemental Sales Tax, Federal Grants, Measure J-20,
Gas Tax, SB1, Traffic Impact Fees and the General Fund. 206 Attachment 1

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.

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).

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.

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 service is done in-house. Compliance with all emission FY 23 Data at a Glance
• Over 7 miles of road repairs completed using E-12
Supplemental Sales Tax and Gas Tax
• $19 million in transportation improvement grants
received
• Hot mix asphalt placed for potholes: 230.5 tons
• Amount of debris removed from North and South
River Roads as a result of the January storms:
2,500 tons
• Adopt A Street bags of debris collected: 788 with
11,271 lbs of debris
• Bags of debris collected from Riverwalk Corridor:
377 with 6,987 lbs. of debris from 183 volunteers
• Shopping carts collected from Riverwalk Corridor:
62 • New vehicles purchased: 56
• Graffiti tags removed: 2,525
• Playground inspections: 181
• Acres of weeds abated: 494.3
• Total trees planted: 45
• Total trees trimmed: 1,657
• Sediment and debris removed from storm drains
during annual maintenance: 16.86 tons
• Percentage of all flights in and out of Paso Robles
Airport that were non-local (flight did not originate
or terminate at PRB): 75%
• New Airport Lease Revenue Signed: $125,000
(annualized)
207 Attachment 1

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 responds to all calls for service from the public and City staff.

Department Activities
A New Chapter: The FY 23 budget included a significant
change in the organizational structure of the Public Works Department. Specifically, the water, wastewater, and
solid waste operations moved from Public Works to a
newly created Utilities Department. The street trees and medians, Landscape and Lighting District maintenance,
and facilities maintenance functions moved from the Parks and Facilities Maintenance Division, under the Community Services Department to Public Works. As part of this
effort, maintenance and capital projects staffing has been augmented to allow for focused, result-driven maintenance.

A seven-person landscape maintenance staff and sevenperson facilities maintenance staff now allow for dedicated attention to public and residential areas. Their efforts are augmented by the entire Public Works team, all committed to the vibrancy of all City property.

Streets Maintenance Remains Top Priority: FY 23
marked another significant investment in the City’s street maintenance efforts. Buoyed by Measure E-12 funding, the City was able to accelerate its street repair plan by one year, completing more work in less time than originally anticipated. For FY 23 the Capital Projects Engineering Division worked with a budget of $19.1 million to maintain, repair and construct City streets. Funding sources include Measure E-12 Supplemental Sales Tax, Federal Grants,
Measure J-20, Gas Tax, SB1, Traffic Impact Fees and the General Fund. As of June, $4.4 million was spent, with the balance of the funds encumbered or budgeted for specific projects that are in pre-construction phases.

To better inform residents about City street maintenance work, a cross-functional team has developed and released a public-facing GIS map that depicts each road segment in the community, the current condition, maintenance history and future maintenance plan. The mapping tool will be
used by City staff to develop a roads maintenance master plan that will drive repair plans in the future.

FY 23 reflects the second-to-last fiscal year of Measure E-12 revenues, as the measure is set to expire during the 2024-25 fiscal year. Measure E-12 revenue provides a
critical resource to improve the City’s Pavement Condition A summary of major street maintenance projects
undertaken in FY 23 are outlined below:
• Grand Canyon Neighborhood Road Repairs
• West Side Melody Neighborhood Road Repairs
• Appaloosa Neighborhood
• Country Club Neighborhood
• West Side Road Repairs
» Olive Street from 19th to 23rd
» 20th Street from Spring to Pine
» 18th Street from Spring to Pine
» 17th Street from Spring to Pine
» 16th Street from Spring to Riverside
» 2nd Street from Olive to Vine
» 3rd Street from Vine to Spring
» Oak Street from 2nd to 3rd
» 19th Street from Vine to Oak
» 22nd Street from Olive to Oak
» 11th Street from Olive to Vine
» Oak Street from 10th to 7th
» 2nd Street from Vine to Spring
» 3rd Street from Vine to completed new paving
going east
» Oak Street from 1st to 2nd
» 26th Street from Riverside to the west end
208 Attachment 1

Index and enhances the quality of life for residents and visitors. Should the measure not be placed on the ballot for renewal purposes in 2024, funding allocated to local road maintenance work is expected to be significantly
reduced during the next budget cycle.

Maintaining What We’ve Got: Part of the department
reorganization is aimed at taking a more proactive
approach to maintaining and extending the useful life of existing facilities and infrastructure. One of the objectives is to reduce the frequency of large repairs or replacement by ensuring that best practice, regular maintenance
is performed. Another objective of this approach is to
incrementally augment existing facilities and infrastructure to ensure the City is leveraging existing assets to the fullest.

In FY 23, over $187,000 was invested to make investments into existing facilities, including:
• The installation of a patio shade structure at Centennial Park
• Repairs at Municipal Pool
• Floor resurfacing of the Centennial Park Gymnasium
and Banquet Room
• Replacement of City Hall/Library lobby doors
Additionally, 85 illuminated street name signs across
the City were replaced, which addressed many signs that were inoperable or damaged. The results of this project include improved ambient lighting at these intersections and enhanced aesthetics. Public Works also resurfaced
and restriped the parking lot at Barney Schwartz Park,
which improves the usability of the popular facility.

In efforts to augment existing spaces, the City has issued a request for proposals for the development of a Downtown Street Lighting Master Plan. As part of providing walkable and pedestrian-friendly streets, a Downtown Street
Lighting Master Plan will guide the City’s investment in providing adequate and aesthetically pleasing streetlights to preserve the historic ambience of its Downtown District. 209 Attachment 1

The Stormwater team initiated a drainage repairs project focused on six locations that have sustained damage
over the years during significant rain events. In FY 23, the City initiated work with a consultant to develop 100% construction plans for repairs at each of the locations.

Damages at each location include significant erosion,
damaged pipe infrastructure, as well as other structural deficiencies. The engineered fixes will help stabilize these drainage features and bring them back to their original configuration and/or improve on the original design.

Selection of the construction contractor will occur during the summer of 2023.

Public Works Maintenance Services established, through
the previously approved reorganization, a seven-person
maintenance crew dedicated to the maintenance of
City-owned trees, medians, and parkways. More than
15,000 City trees are in the process of being inventoried, evaluated, and maintained. City-owned medians and
parkway maintenance is currently being addressed with
a combination of City staff and contracted maintenance
services. Design plans are being developed to upgrade
landscape at the City’s major gateways located at 1st and Spring and 36th and Spring Streets.

During periods of wet weather, River Road is susceptible to closure due to mudslides from the adjacent embankments.

This is an important local route for emergency access and general circulation, especially when US 101 is impacted by traffic, flooding or other emergencies that impede traffic flow. The City is contracting with Yeh Engineering to develop a slope stabilization assessment on the River Road slopes.

The assessment will rank stability, consequence of failure, risk to drivers as well as other criteria. In addition, the assessment will provide costs associated with each slope segment to better prioritize funding resources. The goal is to systematically install anchored mesh that will provide long-term stability to the roadside slopes; minimizing
landslides during heavy rains, road closures and risk to pedestrians and drivers. The assessment is to be completed in summer of 2023.
210 Attachment 1

Preparing for the Future: The Public Works Department
leads the City’s efforts when it comes to planning
infrastructure for community growth and the evolving
needs of our residents. The department has pushed many
major projects and initiatives forward to better position Paso Robles for the future. The following is a summary of projects initiated or that made major progress during FY 23.

Many years in the making, the City held a ribbon cutting ceremony on June 23, 2023 to celebrate the opening of
the City’s first roundabout, located at Golden Hill and Union roads. The roundabout replaced a four-way, stop
sign-controlled intersection, improving traffic flow and increasing the capacity of this intersection in anticipation of future development. Featuring a unique “dog bone”
design, the project was completed ahead of schedule and within budget.

The team continues to advance work on the State Route
46 East/Union Road Overpass project. When constructed,
this project will provide a safe and convenient multimodal overpass over State Route 46 at Union Road. The project will eliminate unprotected turns at Airport Road, make this state route operate more efficiently, and will provide direct access to the new industrial and commercial development in this quadrant of the City. FY 23 marked the achievement of significant milestones for the project. All technical studies were approved by Caltrans in late May 2023 and
required documentation was submitted to the California
Transportation Commission. Public circulation of the
environmental documents begins August 3, 2023. The
public is invited to submit comments to the draft Mitigated Negative Declaration/Environmental Assessment until
September 1, 2023. They may also bring their comments
to a Public Workshop scheduled on August 17, 2023 at 6
p.m. in the City of Paso Robles Council Chamber. Pending the receipt of major comments, Caltrans and the City will proceed with project design.

The development agreement for the Gateway Project
requires the City to complete the realignment of South Vine Street with Theatre Drive, which includes the construction of a new road and a new bridge in order to connect to State Route 46 West. This project will improve traffic flow in this segment of the Route, while creating an improved gateway to downtown Paso Robles. The agreement requires design
to be complete by 2024 and the road and bridge open to
traffic by 2028. Plans are nearing completion, and a portion of the road work is ready to go out to bid.

Public Works Operations is proceeding with the Niblick
Corridor Signal Upgrade. The City conducted a traffic
study as part of the Local Roadway Safety Plan completed in December 2020. The traffic study identified the Niblick Road corridor as a location that has systemic collisions patterns and is a prime candidate for intersection
improvements. The City contracted with Bear Electric
Solutions to implement hardware and software upgrades
for eight different intersections along the Niblick Road corridor. The purpose of the upgrades is improving traffic flow and minimizing congestion as well as increasing
pedestrian safety. Specifically, the project entails traffic signals that automatically change in response to different travel volumes and patterns at different times of day. The goal is to have the upgrades completed in anticipation of the coming school year.

Construction of the Fire Station 3 facility is 95 percent complete. Supply chain and utility coordination issues
have pushed the completion date to early Fall 2023. At
completion, the 6,970 square foot facility will feature staff living quarters and an apparatus bay. Future phases include the addition of training facilities and training grounds.

On June 6, 2023, City Council approved construction of
a pump track at Barney Schwartz Park to Greenwald
Inc DBA Greenwald Builders/Frontier Skateparks in the
amount of $502,347. This project was fully funded by
REC Foundation through its Dale Schwartz Memorial
Endowment Fund and is slated to break ground in midSeptember and be complete in early 2024.

Construction of pickleball courts were originally approved on the south side of Scott Street as part of the Sherwood Park Area Master Plan. Subsequent to design award, flood plain issues necessitated moving the court complex to the north side of Scott Street in Sherwood Park. Throughout FY 211 Attachment 1

23, staff led efforts to find an alternative location, address stakeholder input, and move construction plans and
specifications to 90 percent complete. When constructed, the complex will include a seven-court complex with picnic pavilion, new restroom, storage, and parking lot.

The northeast quadrant of the City is seeing tremendous growth and development. This area includes the Cityowned Municipal Airport. The Airport is part of a broader economic development plan to establish a space innovation and technology park. Moreover, in FY 23 the City appointed Mark Scandalis to Airport Manager, upon the retirement
of the former manager who spent 37 years with the City.

As part of this new chapter, the department engaged the Aviation Management Consultant Group to complete an
in-depth assessment of all aspects of airport operations.

This was necessary to position the facility to meet future needs. The full report, including both short term and longterm recommendations, will first be considered by the Airport Commission and then brought to City Council for final direction in FY 24.

FY 23 was a milestone year for the Public Works
Department, as the City received $17 million
in transportation grants and state funding
allocations.

This funding will offset and maximize the use of local tax dollars to make significant improvements to the City’s
transportation network. A summary of major grants and
funding received includes:
• Niblick Road Complete and Sustainable Streets Corridor Plan Active Transportation Program Cycle 6 Grant:
$13,000,000
• Creston Road State Direct Funding Allocation:
$3,600,000
• San Luis Obispo Council of Governments Grants:
» Flamson School Pedestrian Improvements: $750,000
» North River Road Bike Path Conceptual Design:
$350,000
» 101/46 West Roundabout Design: $1,300,000
212 Attachment 1

FTEs: 33.07 Budget: $5.1 Million

COMMUNITY SERVICES
The Community Services Department is led by Community Services Director Angelica Fortin and consists of Library, Recreation, and Parks Maintenance services. 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. 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 drop-in basketball sessions, processing class registrations, handling facility reservations, and managing memorial tree 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

HIGHLIGHTED PROJECT
The department received grant funding in FY23,
including: $160,000 in grant funding for library-related programs, services and projects including a $125,000
contribution from the Library Foundation and $35,000
from the Friends of the Library for collections, programs, and technology; $600,000 in grant funding for recreation-related programs, services, and projects,
which included a commitment of over half a million
dollars from the REC Foundation Dale Schwartz Park
Endowment to build a new pump track at Barney
Schwartz Park.
213 Attachment 1

FY 23 Data at a Glance
Library
• Circulation: 270,665
• Visits: 104,987
• Programs: 375
• Program Attendance: 10,428
• New Cardholders: 3,419
Recreation
• Recreation classes: 6,874
• Class attendance: 54,778
• Field and facility reservations: 4,862
• Reservation attendance: 478,354
Parks
• Parks and Facilities maintained: 14 Parks, 3 Facilities • Trails maintained: 7
fields, playgrounds, tennis, pickleball and basketball courts and BBQ pavilions.

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

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

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

The Parks and Trails Division was recently formed as part of a city-wide reorganization plan. Once re-organization is complete, 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.

Department Highlights
Housing and Homelessness: The department oversees the
City’s strategic planning efforts and regional partnerships to address homelessness with the community. FY 23 marked
the launch of the Unhoused Strategic Planning Working
Group, comprised of 37 key stakeholders representing a
broad range of service providers, business organizations, government agencies, non-profits, and community
members. The objective of the group is to develop a fiveyear plan to address homelessness in Paso Robles. In FY 23, the group held two working sessions to establish goals and focus areas. The plan is expected to be brought to the City Council in FY 24.

Additionally, the Community Services Department led
the City’s collaboration with SLO County to support its application for Encampment Resolution Funding (ERF)
through the State of California. The $6.5 million grant will fund a temporary supportive housing campus with
20 units aimed to support population camping in the
Salinas riverbed. The grant is pending review by the state of California.

Creating Efficiencies and Capacity: As part of the Citywide reorganization, the facilities maintenance, Landscape and Lighting District oversight, and right-of-way landscape maintenance moved from the Community Services
Department to the Public Works Department in FY 23.

Park and trail maintenance remained within the Community 214 Attachment 1

Services Department to keep the natural synergies between the park maintenance and recreational services teams.

The department also reorganized the Parks Maintenance
Division to develop a new Parks and Trails Division with a new supervisor, workplan, and work yard to place
additional emphasis on field and trail user experience. On the Recreation side, the department restored staffing to provide evening and weekend recreation programming
at Centennial Park based on demand for services. A
Recreation Volunteer Program was also launched to
support community events and recreation facilities.

Notable department leadership changes that occurred in
FY 23 include:
• Began the new fiscal year with a transition to new
Community Services Director Angelica Fortin who
succeeded Julie Dahlen who retired after 27 years
with the City;
• Hired award-winning City Librarian Eric Lashley with
a background in building and managing communitycentered libraries.

Filled key positions that were identified in the Library and Recreation Services strategic plans to support, maintain, and expand services:
• Technical Services Librarian – The position helps
patrons with technology needs, provides staff training, and will serve as an intermediary between the City’s
Information Technology division and the Black Gold
Cooperative Library System;
• Library Administrative Assistant – This position
provides critical support to the City Librarian, assists in the development of promotional and informational
materials, and provides direct customer service;
• Outreach Services Librarian – This key position will
allow the library to share its resources and materials
with underserved segments of the community and
build partnerships for increased services;
• Recreation Services Volunteer Coordinator - This
position enables the Recreation Services Division to
facilitate volunteer support to help maintain fields
215 Attachment 1

and trails and enhance community events, and to
work with service groups and individuals to complete
volunteer projects;
• Park Ambassadors - This position provides support
to park users and athletic groups reserving park
facilities, helps ensure reserved spaces are being
used appropriately, and monitors general usage during
peak times;
• Parks Maintenance Staff - This position restored
staffing resources at Barney Schwartz Park for the
field maintenance program.

Community Engagement and Partnerships: The
department continued to support existing community
partnerships and build new ones over the past fiscal year.

Highlights include:
• Reestablished the City’s Youth Commission, a youthled organization that seeks to provide opportunities and representation for youth through collaboration
with local government in order to enrich the lives of
the youth in our community. The group met six times
in FY 23. One of the major initiatives of the group for the past year was the reactivation of a teen center at
Centennial Park. A committee was established and
outreach to youth in the community occurred to learn
what types of programs and uses teens would like to
see at a teen center.
• Provided support to the MLK committee celebrating
Martin Luther King Jr. Day with a march at City Park,
a program at Paso Robles High School, and a display
of student artwork at the City Library;
• Partnered with Mujeres de Acción to celebrate Día del Niño (Day of the Child) at Centennial Park;
• Partnered with Cuesta College to celebrate the Cuesta Book of the Year through the celebration of Middle
Eastern Dance and a Henna demonstration;
• Highlighted nationally recognized heritage and history months through book displays.

Grants and Awards: The department received significant
recognition over the past year in the form of grant funding and peer recognition. Highlights include:
• $160,000 in grant funding for library-related programs, services and projects including a $125,000 contribution from the Library Foundation and $35,000 from the
Friends of the Library for collections, programs, and
technology;
• Over $600,000 in grant funding for recreation-related programs, services, and projects, which included a
commitment of over half a million dollars from the REC
Foundation Dale Schwartz Park Endowment to build
a new pump track at Barney Schwartz Park;
• California Parks & Recreation District 8 2022 Service Award of Excellence Champion of Community REC
Foundation;
• California Parks & Recreation District 8 2022
Professional Award of Excellence Fellowship/Hall of
Fame Julie Dahlen;
• California Parks & Recreation 2022 Award of Excellence Champion of the Community REC Foundation.
216 Attachment 1

FTEs: 20.86 Budget: $3.69 Million

COMMUNITY DEVELOPMENT
The Community Development Department is led by Community Development Director Warren Frace. The department provides three main functions: Planning, Building, and Engineering. The majority of services provided by the department are recovered by charges to developers for services provided.

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 City 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.

HIGHLIGHTED PROJECT
A focus of the City Council and regional partners is addressing the demand for housing within the region. In FY 23, the department led the City’s efforts in planning, permitting, inspecting, and/or certifying occupancy for 3,493 residential units. FY 23 saw notable progress in moving two new affordable housing projects forward, River Walk Terrace and Sunrise Villas are both anticipated to begin construction in FY 24 and be completed within two years. Cumulatively, these projects will add another 148 low income housing units within the community. 217 Attachment 1

FY 23 Data at a Glance
• Residential Permits Issued: 284 housing units
• Increase in residential permits issued over FY 22:
394%
• Permit Valuation : $160,000,000
• Total Active Short Term Rental Permits (including
Home-Share): 416
• Building Inspections Conducted: 4588
• Hotel rooms under construction: 304
Department Highlights:

Housing: A focus of the Paso Robles City Council and regional partners is addressing the demand for housing within the region. In FY 23, the department led the City’s efforts in planning, permitting, inspecting, and/or certifying occupancy for several major residential developments within the City, which include:

Area New Housing Units Planning Status
Olsen / South Chandler Ranch Specific Plan 1293 Units Under Construction Uptown / Town Center Specific Plan 929 Units Under Construction Borkey Specific Plan (River Oaks 2) 226 Units Under Construction Union / 46 Specific Plan 134 Units Under Construction
Beechwood Specific Plan 911 Units Approved
Additionally, 335 market rate apartments are under
construction along Creston Road near Rolling Hills Drive.

Collectively, these projects are expected to add over 4,000 units to the City’s housing stock. These figures do not include accessory dwellings units that can be legally
constructed within certain zoning districts as authorized by recent changes to state law.

Affordable Housing and State Housing Targets: In addition to market rate housing activity, the department works
closely with the Paso Robles Housing Authority, the Housing Authority of San Luis Obispo, California Department of
Housing and Community Development (HCD), the US
Department of Housing and Urban Development, and
other partners to plan, permit and construct affordable housing units. The City has made significant progress in FY 23 toward meeting state affordable housing targets
referred to as the Regional Housing Needs Allocation
(RHNA). As part of the RHNA, HCD determines the total
number of new homes the City needs to build—and how
affordable those homes need to be—in order to meet the
housing needs of people at all income levels. The date
in which the City needs to achieve its RHNA targets is
2028. As of FY 23, the City has completed 35 percent of the target number of affordable housing units.

FY 23 saw notable progress in moving two new affordable housing projects forward. Working directly with the Paso Robles Housing Authority and its project developer AHDC, the department finalized all planning requirements and
initial construction permits to begin construction on the River Walk Terrace and Sunrise Villas Projects. These
projects are both anticipated to break ground in FY 24
and be completed within two years. Cumulatively, these
projects will add another 148 low income housing units
within the community.

Department staff continued to engage with regional
partners on the topic of affordable housing. During FY 23, the department represented the City in discussions with 218 Attachment 1

other cities and the San Luis Obispo Council of Governments on the Regional Housing & Infrastructure Plan (HIP). The plan will result in a toolkit to respond to the region’s growing housing and infrastructure shortage. The HIP inventories infrastructure barriers and priorities for housing, identifies available grant funding options to implement infrastructure needs, and develops foundational information for the region to meet future RHNA targets. FY 23 also saw a change in leadership at the Housing Authority of San Luis Obispo.

Department staff initiated a meet and greet with the new Executive Director Scott Collins and provided a community tour to showcase future opportunities for partnership on affordable housing projects.

Commercial and Industrial Development: Major private
development projects such as the Gateway, The Landing,
and Paso Commons hit key milestones in the development
process in FY 23. Other major projects were announced.

Highlights of activity that the department was involved in include:
• The 140-acre Landing project, proposed to redevelop
the Paso Robles Boys School, moved into the
environmental phase in FY 23. As the lead agency
for the project, the department was instrumental in
working with the environmental consultants and the
project applicant to finalize the draft environmental
impact report for the project. The City released the
draft environmental report for public review on June
7, 2023. The 1.3 million square foot project envisions
a mix of uses including a warehouse and a mix of
employment and visitor-serving uses, including but
not limited to: industrial flex space, maker spaces,
offices, retail uses, a restaurant, a market hall, a hotel, a winery, and passive park and green spaces with
agricultural element.
219 Attachment 1

• Justin Winery Phase 4 and 5: This project will construct approximately 250,000 square feet of industrial space
along a newly aligned Airport Road in the northeast
quadrant of the City. The project kicked off construction in FY 23, with the department providing inspection
and permitting services for the project. The project
will include the construction of a portion of the new
Airport Road alignment, which is intended to improve
the safety and efficiency of goods movement in and
out of the Airport Corridor.
• Paso Commons Industrial Park: Adjacent to the
Justin Winery project is Paso Commons, a 400,000
square foot master planned business park. The 22-
acre development includes a variety of different uses,
including wine industry storage and production,
corporate office space, advanced manufacturing
space, flex space and e-commerce warehousing space.

The department continues to provide planning and
permitting services for the project.
• Stravinski/Daou Campus: Also within the Airport
Corridor in northeast Paso Robles in the planned
Stravinski/Daou project. Located along Airport Road
and Buena Vista Road, this project will add 300,000
square feet of wine storage, distribution, and production space. Department staff facilitated the environmental
review process, which was completed in January 2023.
• Treana Winery Expansion: This project consists of
adding approximately 225,000 square feet of winery
production and storage space to the existing 132,440
square foot winery operations facility on a 16.5-acre
site in the Airport Corridor. The project moved past the environmental phase during FY 23, with department
staff facilitating the project review at the Development Review Committee and Planning Commission.

Supporting the Hospitality Industry: Tourism continues
to be a significant economic driver for the city. Major hospitality-related development is underway across the city.

The department is projecting over 1,000 new hotel rooms will be constructed in the next 10 years. These investments reflect the bullish outlook on the future of tourism within the region. Currently there are 24 hotel and RV projects in some stage of planning and development. In FY 23, several of these projects made significant advancement, including:
• The AVA Hotel: Located on the corner of 10th and
Pine Streets in downtown Paso Robles, this 151-room
boutique hotel began construction in FY 23. The hotel
will include a rooftop bar and pool, restaurants and
retail. Department staff have been working with the
developer on permitting, offsite improvements, oak tree mitigations, and construction inspections. Construction is anticipated to continue through 2024.
• Farmhouse Hotel Renovation: Staff worked closely
with the Nomada Hotel Group on the renovation of
this roadside motel within the downtown core of the
City. Completed in early 2023, the 26-guest room
property features newly upgraded rooms, a landscaped
courtyard with fountains and fire pits, while preserving the original charm and character. Department staff
facilitated the permitting, building inspections and
offsite improvements with the property owners.
• State Route 46 West/US 101 Hospitality Corridor: A
major gateway from the Los Angeles/Santa Barbara
region and to the west side Paso Robles vineyard
district, several hotel projects are underway in this
area of the City.
» Marriott Residence Inn: This project moved into
the construction phase in FY23. This property will
add 128 rooms.
» River Lodge Motel: This project is under construction and when complete, will completely rehabilitate
and modernize a 1950’s era roadside motel. Using
the existing footprint of the motel, the building will
be remodeled to provide 27 guestrooms including
a new office and lobby. Guest amenities include a
new pool and jacuzzi, fire pit areas, and an outdoor
BBQ and poolside bar for the private use of the
guests. Additional site improvements include an
entirely new parking lot and landscaping. Staff
worked extensively with the property owners and
220 Attachment 1

developer on permitting, retaining elements of the
property with historic interest, offsite improvements
and building inspections.
» Gateway Project: The Paso Robles Gateway project
is located northwest of the intersection of Highway
101 and Highway 46 West and would include the
development of two hotels with 325 rooms, three
commercial centers with approximately 75,600
square feet of space, conference space, workforce
residential units, and up to 80 resort residential
units or a third hotel with 100 rooms. This project
includes the realignment of South Vine Street to
connect with Theatre Drive, with a new bridge/
entryway into downtown Paso Robles. Department
staff continued to work with the developer on
various permitting and design approvals, as well
as spending significant time on environmental and
technical plans to finalizing plans to realign South
Vine Street and construct the new bridge over the
adjacent creek.

Zoning Update: Prior to FY 23, the City identified the
City’s Zoning Code as needing a comprehensive update
to streamline and simplify the development process. The three main objectives of the project was to: 1) eliminate erroneous and conflicting information and facilitate a more user-friendly document for the development community;
2) Comply with recent legislation and case law; and 3)
streamline housing entitlement and permitting processes, while providing for flexibility and innovation. To facilitate the project, the City applied for and received two grants to fund the update. FY 23 saw major progress on this project, with staff bringing forth and the City Council approving an amendment to the consultants agreement to expand the
scope of the work. The expanding scope includes specific updates to the ADU Ordinance, Density Bonus Ordinance,
and Objective Design Standards. This work is anticipated to continue into FY 24.
221 Attachment 1

FTEs: 48 Budget: $21.3 Million

UTILITIES DEPARTMENT
The Utilities Department is led by Utilities Director Christopher Alakel. The City Council approved the formation of a standalone Utilities Department as part of the FY 23 budget. The department was created 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 costeffective and environmentally responsible manner.

The Utilities Department 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.

HIGHLIGHTED PROJECT
In FY 23 the department received a $3.5 million State
grant and began construction of the Salinas River
Segment of the Recycled Water Distribution System and a $9.7 million grant in combination with a low-interest State loan for construction of the Recycled Water Distribution System. When completed the recycled water distribution system will enable the City to deliver up to 4,900 acre-feet of water per year to
the City’s east side for irrigation of parks, golf courses, vineyards, and common area landscaping in new
housing developments.
222 Attachment 1

Department Highlights
Department Reorganization: The FY 23 budget created
a new Utilities Department, aligning water, wastewater, solid waste and the billing for these services under one department. The organizational restructure was necessary due to significant regulatory and operational impacts that continue to face City-operated utilities. It also improves alignment of like-type operations within the respective departments as well as improves succession planning
and professional development of staff. The reorganization includes the addition of several positions, including: Utilities Director, Solid Waste Coordinator, Utilities Engineering Manager, and a Recycled Water Manager. These positions
supplement existing operations and address major
initiatives that are regulatory in nature.

Recycled Water System Receives Funding Boost: The
department continues to pursue all available state and
federal grant funding opportunities to reduce the burden to local rate and taxpayers. In FY 23 the department received a $3.5 million State grant and began construction of the Salinas River Segment of the Recycled Water Distribution System and a $9.7 million grant in combination with a
low-interest State loan for construction of the Recycled Water Distribution System.

When completed, the recycled water distribution system
will enable the City to deliver up to 4,900 acre-feet of water per year to the City’s east side for irrigation of parks, golf courses, vineyards, and common area landscaping in new
housing developments. This new source of irrigation water will offset pumping of groundwater and help alleviate the problem of declining groundwater elevations in the Paso Robles Groundwater Basin. Recycled water will also help conserve the City’s valuable supplies of drinking water. The project includes construction of a major pump station at the City’s Wastewater Treatment Plant near the Salinas River,

4.5 miles of large-diameter pipeline across the north part of the City, and a 900,000 gallon concrete storage tank at the east edge of City limits, near Barney Schwartz Park.

Storm Impacts and Response: In the wake of January
2023 winter storms, the City’s Utilities Department incurred moderate damage to some of its infrastructure including:
• Damage to the wastewater treatment plant, particularly impacting retention ponds, access roads, and fencing.

Damage estimate - $200,000
• Disruption of the rock slope protection along the
Salinas River. The rock provides a crucial protective
FY 23 Annual Data at a Glance
• Provided water and wastewater services to 10,800
customers
• Operated and maintained a piping network that
includes 129 miles of sewer and 175 miles of
waterline
• Treated approximately 900 million gallons of
wastewater
• Produced 1,790 million gallons of potable water
• Repaired 62 waterline leaks
223 Attachment 1

barrier between the Salinas River and the City’s water
treatment plant. Damage estimate - $40,000
• Disruption of the rock slope protection along the Salinas River and undermining of a large storm culvert at the
City’s Water Corporation Yard. Damage estimate -
$128,000
• The chemical building and access road at the City’s
Ronconi Well Field suffered flood related damage.

Damage Estimate - $40,000.

Furthermore, the City’s landfill faced challenges due to excess leachate formation caused by the heavy rainfall
quantities during the winter storms. Managing the increased leachate posed considerable difficulties and necessitated special management measures, amounting to $55,740.

The City of Paso Robles Utilities Department had to
mobilize swiftly to assess the extent of the damage and prioritize repairs. The recovery process required coordinated efforts from various stakeholders and the allocation of additional funds to ensure the continuity of water supply and environmental safety for residents.
5-Year Water Rate Plan: In FY 23, the City Council adopted a new 5-year water rate plan to help ensure the long-term viability of the City’s water utility. With aging infrastructure, a growing population, and increasing demands on water
resources it is imperative for the City to implement a
comprehensive and forward-looking plan. The newly
adopted water rate is designed to provide a stable and
sustainable funding mechanism, guaranteeing adequate
funds for asset depreciation and the maintenance of critical infrastructure. This strategic approach is a testament
to the City’s dedication to responsible governance and
proactive planning to meet the needs of current and future generations.

The plan was a collaboration between the City, water
stakeholders, and ratepayers. Transparency and inclusivity have been at the forefront of the process, ensuring that the concerns and preferences of our community members are
taken into account. The rate structure not only guarantees that the City’s water utility remains financially sound but also aligns with our commitment to affordable and
equitable access to clean water for residents.

By investing in our water infrastructure, we are safeguarding the reliability and resiliency of our water supply, particularly in the face of unforeseen challenges like severe weather events or prolonged droughts. Funds generated from the
new rate will be directed towards critical initiatives such as repairs and upgrades to water treatment facilities, the modernization of distribution systems, and the enhancement of water conservation programs.

With this new rate structure in place, we are better
equipped to meet the needs of our community, ensure
the longevity of our water infrastructure, and to continue providing high-quality water services for years to come. 224 Attachment 1

225 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Fiscal Policy
Adopted by City Council Resolution No. 20-111 on June 16, 2020 I. UGOAL
El Paso de Robles’ fiscal policy is established to ensure that the City’s finances are managed to: (1) provide for the delivery of quality services and products cost effectively, (2) provide for an acceptable level of services and products as the community grows, (3) provide for the City’s long-term fiscal stability by ensuring that the City is living within its means, and (4) provide reserves for bonding collateral, major projects, and unbudgeted needs that might arise from time to time.

II. UGENERAL

1. The City will maintain sound financial practices in accordance with State law and direct its financial resources toward meeting the City’s goals as identified and prioritized by the City Council.

2. The City will develop and maintain financial management programs to ensure its longterm ability to pay the costs necessary to provide the services required by its citizens; e.g., two-year budget, four-year and ten-year financial plans.

3. The City will maintain accounting systems in conformance with generally accepted accounting principles as contained in the Municipal Finance Officers Association’s “Governmental Accounting, Auditing, and Financial Reporting”, and pronouncements issued by the Governmental Accounting Standards Board.

4. The City will maintain a financial records management information system capable of tracking revenues and expenditures by line item, by source, by fund, by department or any other format deemed necessary or desirable.

5. The City will establish and maintain an investment policy in accordance with State laws that stress financial safety and liquidity over yield, found at:
31TUhttp://www.prcity.com/government/departments/adminservices/policies.aspU31T

6. The City will establish and maintain a purchasing policy and procedures, found at:
31Thttp://www.prcity.com/government/departments/adminservices/policies.asp31T

7. The City will establish and maintain a debt management policy, found at 31Thttp://www.prcity.com/government/departments/adminservices/policies.asp

8. A presentation of the Comprehensive Annual Financial Report shall be made annually to the City Council.
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III. REVENUES

1. With respect to revenues, there are just four significant approaches for the City to achieve long-term fiscal stability:
a. Fees for service—Ensuring fees for service cover the full costs of providing the service. Such services as Fire inspections, planning and building application reviews, and most Recreation programs can be paid for by charging fees to the people who benefit from the service. Not all the costs of these programs are currently covered by the approved fees; as a result, tax dollars are used to backfill the shortfall;
b. Community Services Districts (CSDs)—these districts are created for new residential areas to ensure that new development fully funds the cost of providing City services it requires;
c. A tax measure—needed since we were a no/low property tax city prior to Proposition 13. Paso’s fiscal conservatism prior to 1978 was institutionalized by the tax-limitation measure. Ever since, only the voters can approve changes in taxes; and
d. Economic growth—the most significant long-term solution and the most challenging to achieve amidst current economic conditions.

2. The City will strive to diversify and stabilize its revenue base, reducing dependency upon any single revenue source or economic driver.

3. The City will implement the adopted economic development strategic plan and/or economic development element to the General Plan in order to increase and broaden its revenue base.

4. The City will maximize the availability of revenue proceeds through responsible collection and auditing of amounts owed the City.

5. The City will seek Federal and State grants and reimbursements for mandated costs whenever possible.

6. The City will investigate potential new revenue sources, particularly those that will not add to the tax burden of residents or local businesses.

7. General Fund revenues shall be pooled and allocated according to Council goals and established policy. Enterprise funds and other legally restricted sources shall be allocated according to their respective special purpose.

8. The City will establish and maintain a user fee policy that:
a. Imposes user fees when appropriate to capture the cost for the delivery of services and goods; and
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b. Attempts to establish levels of cost recovery that support all costs including administrative overhead and depreciation; and
c. Determines the minimum frequency of user fee reviews.

9. The City will maintain and further develop methods to track major revenue sources and evaluate financial trends.

10. The City will prepare periodic financial reports of actual revenue received for review by the City Council.

IV. EXPENDITURES AND BUDGETING

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

2. The operating budget will be prepared in the context of a ten-year financial plan. The plan will acknowledge cyclical economic cycles and seek to minimize the disruptions caused in downturns. Economic analysis indicates that on average, out of every 10 years, we tend to have 2-3 “bad”, 4 “average”, and 3-4 “good” years. The City’s policies and practices for each type of year need to ensure we do not overspend in good years and cut too deeply in bad years. It is appropriate to overfund categories such as one-time capital improvements, capital replacement funds, and General Fund reserves in the good years to offset reduced funding levels for those areas in bad years.

3. Operating expenditures and revenues shall be balanced over the term of the ten-year financial plan.

4. The City shall adopt a two-year budget, except in special situations, which may call for a one-year budget. The financial plan shall be updated every two years, during the midcycle of the biennial budget.

5. Budgeted expenditures shall reflect the Council’s goals.

6. The City will deliver services and goods in a cost-effective manner, including utilizing the services of volunteers, not-for-profits, and the private sector where it is economically and operationally viable.

7. Surplus fund balances (and working capital in enterprise funds) may be used to increase reserves, fund Capital Improvement Projects, fund capital outlay, pay towards the unfunded payroll liabilities including retirement and other post-employment benefits (OPEB) costs or can be carried forward to fund one-time special project/program expenses provided that the reserving requirements are met (refer to VI). 228 Attachment 1

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8. Operating expenditures, exclusive of debt service, within the General Fund or Enterprise Funds, will not be directly supported by any debt financing, connection fees, development impact fees, or Enterprise Fund interest income.

9. Expenditures shall include funding of retirement systems, maintenance and replacement of capital and operating assets, and the components of the cost allocation plan.

10. The City will maintain and further develop methods to track expenditures and evaluate financial trends in order to identify potential problems.

11. The City will prepare periodic financial reports of expenditures for review by the City Council.

V. BUDGETARY CONTROLS

1. Once adopted, operating appropriations shall not be subsequently adjusted unless specifically authorized by resolution identifying the fund from which the appropriation is to be made and the amount of the appropriation.

2. The City Manager may authorize the transfer of appropriations from one expenditure line item to another or an equal increase to both revenues and expenditures within the same fund. Under no circumstances can a reduction in fund balance occur without City Council authorization.

3. The City Manager may take necessary actions to keep expenditures from exceeding revenues, including but not limited to establishing a budget freeze, postponing hiring for approved positions, and implementing layoffs or reduced workweeks.

4. The City Manager may review and approve all change orders in accordance with adopted purchasing procedures.

5. The City Manager may approve purchase orders for budgeted expenditures and unbudgeted purchase orders in accordance with adopted purchasing procedures.

6. Agenda staff reports having a budgetary impact shall require the review of the Director of Administrative Services or designee.

7. For the purpose of budget control, capital outlay is defined as the purchase of equipment, furnishings, vehicles, computer hardware and software, property, building, improvements, construction, etc. having a useful life of more than two years and a cost of $5,000 or more.

8. Capital transfers are the funding mechanism that allocate monies for specific capital outlay, current or planned, and shall be budgeted as a “transfer out” of an operating fund and a “transfer in” to a capital improvement fund.

9. A capital outlay costing less than $25,000 and intended to be purchased and completed in one fiscal year (with the exception of capital outlays identified on a replacement 229 Attachment 1

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schedule) shall be budgeted as a capital outlay expense in an operating fund. All capital outlays that do not meet the definition above shall be budgeted in a Capital Improvement Fund and funded via fund transfer.

10. No less than semi-annually, there will be a comprehensive review of the operations in comparison to the existing budget. Projections of revenues and expenditures through the end of the fiscal year will be prepared and reviewed by the City Manager, the Director of Administrative Services, and/or their designees, with a report and presentation made to City Council.

VI. BUDGETING IN TIMES OF FINANCIAL DIFFICULTY & FINANCIAL

RECOVERY AND GROWTH

1. When faced with financial difficulty, the City shall identify budget balancing strategies that address both near- and long-term budget gaps, while also minimizing the impact of budget reductions to the community and employees.

2. Depending on the financial difficulty being experienced, near- and long-term budget balancing strategies may be needed over multiples years. An important consideration in developing and implementing budget balancing strategies is identifying the timeframe for fixing the problem and bringing about structural balance. Utilizing reserves and other near-term budget balancing solutions can soften the impact of reductions to programs and services. However, it is imperative that these near-term solutions be used judiciously in order to maintain the City’s overall fiscal health. Should near-term solutions be over-utilized, the magnitude of reductions required later would be amplified.

3. The City has a set of preferred near-term and long-term budget balancing strategies and approaches in times of financial difficult, as follows:

Near-Term Budget Balancing Strategies:
a. Reduce General Fund Reserves: Section VIII –Reserving Objectives states that the minimum reserves level of the General Fund is 30% of General Fund revenues.

A reduction in General Fund reserves can be utilized in difficult budget years as part of the budget balancing strategies. Should this strategy be needed, it is recommended that no more than 10% of reserves be used since reserves are one-time in nature. The use of reserves for ongoing operational expenditures shall be limited and is not a long-term operational funding source. Additionally, it would be appropriate to utilize reserves outside of the reserving objectives for one-time, non-operating items, such as Capital Projects, as long as it meets the City Council goals and policies, priorities, and direction. b. Defer capital improvement projects that require General Fund support: This option saves money in the near-term but if these types of projects are continuously deferred, City facilities and systems may deteriorate, and the cost of repairs may increase over time.
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c. Minimize building maintenance expenditures: Similar to deferring capital improvement projects that require General Fund support, this option saves General Fund in the near term but over time if maintenance is deferred, City facilities may deteriorate, leading to higher repair costs. d. Reduce or eliminate the General Fund contribution to maintain professional services contracts with local non-profit organizations that support tourism and/or generate income (directly or indirectly): These organizations include, but not limited to, Downtown Paso Robles Main Street Association, Paso Robles Chamber of Commerce, and Paso Robles Wine Alliance.
e. Reduce or eliminate the General Fund contribution towards employee travel, training, and conferences: The Employee Development program typically receives an annual General Fund contribution to pay for the employees to receive continuing education including succession planning, departmental organizational assessments and training. In difficult budget years, reserves and designations can be used to fund these operations; however, in the longer term, some or all of these programs may have to be reduced or eliminated if the General Fund contribution were reduced or discontinued. f. Reduce or eliminate the amount of set aside monies for Vehicle, Equipment and Information Technology Equipment: To ease the fiscal burden of large purchases of equipment that are in service for several years, such as vehicles, it is City policy to set funds aside evenly over the life of the piece of equipment so that there are adequate funds available for replacement. In times of financial difficulty, some or all of this money could be redirected to the General Fund.

However, the impact is that over time, the City may not have sufficient funds to replace outdated or obsolete equipment and systems.
g. Layoff Prevention Plan: The City has an adopted layoff prevention plan that outlines personnel actions that can be undertaken to reduce personnel costs which includes: a hiring freeze, voluntary reduction incentives, reducing temporary work force, defer negotiated annual wage adjustments, defer merit pay increases, work furloughs, and then lastly, if needed, work force reductions.

Long-Term Budget Balancing Strategies:
a. Priority Driven: One of the starting points of the budget process is to identify Council priorities so staff can craft budget proposals that align with these priorities. The City’s current priorities are as follows (in order):
i. Meet legal mandates;
ii. Meet debt service requirements
iii. Public health and safety including police and emergency (fire) services iv. Roads
b. All Departments Participate: While departments receive different levels of funding due to priorities, departmental revenue sources, and program designs 231 Attachment 1

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(amongst many other variables); all departments shall participate in the closing of a budget gap. More specifically, no department shall be exempt from budget reductions.
c. Proportional Reductions: Instead of cutting all operations by the same amount across the board, proportional growth and reductions shall be taken into consideration. More specifically, staff could pursue reductions by department in relation to the amount of growth during times of financial growth. The rationale is that when in times of financial stability, some departments experience significant growth in expenditures and staffing due to increases in demand and revenues. In times when demand and corresponding revenues have slowed, expenditures shall be scaled back accordingly. Conversely, some departments grow very little over time, and as a result they may not be scaled back to the same extent as other departments.
d. Detailed Budget Reduction Lists: The City Manager shall require departments to incorporate a prioritized list of resource/expenditure reductions into their annual budget submittals. Reductions with the least impact upon programs and services shall be the first in line for reduction. The concept is that departments are the experts in their respective fields and are in the best position to recommend budget reductions in line with the Budget Goals and Policies, Council priorities and direction, and detailed budget instructions. If reductions are necessary, targeted reduction amounts are included as part of the detailed budget instructions provided to departments.
e. Mid-Year Budget Reductions: Mid-year reductions may be necessary in any given fiscal year depending upon the fiscal climate or action at other levels of government at any particular time. The intent of the mid-year reductions is to help keep the current year budget in balance and to create additional fund balance at year-end for use as a funding source in the subsequent budget year. f. Engage Employee Unions and Associations: Labor costs make up a majority of the total City’s budget. As a result, salary and benefit costs have the most significant influence upon expenditures. City staff and negotiators shall continue to work with employees and employee associations to create opportunities to curtail labor costs.

4. The goal of the recovery process is to ensure that the City remains adaptable to changing conditions and able to regenerate in the face of setbacks. Recovery from financial downturn is a journey that requires leadership, skill, and the ability to strike an appropriate balance in spending within priority areas and replenishing reserve balances.

To ensure long-term fiscal stability, the City carefully evaluates increases to contingencies, reserves, and designations while paying close attention to additional expenditures for programs and employee wages in times of recovery. Continued compliance with the Council-adopted Budget Goals and Policies is crucial to assuring the ongoing fiscal health of the City.
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5. In times of financial recovery and growth, the City aims to achieve a balance in financial security, programs and services, and salaries and benefits. a. Financial Security: In times when the City has adequate discretionary funds, there shall be a balance between the restoration of programs and services and the funding of the reserves, contingencies and designations that have been reduced to balance the budget in prior years. The City aims to maintain healthy reserves, designations, contingencies, and low debt levels to allow for future organizational stability and continuity of services. See Section VIII- Reserve Objectives for further detail.
b. Programs and Services: This spending area represents expenditures for the services that the City provides to its many and varied customers. Additions to programs and services are based on a thorough evaluation of need and expected results. If a department believes that additional resources are required to meet the needs of its customers or the community, requests shall be part of the overall budget process. It is not recommended that program and services changes occur outside of the budget process because it is prudent that all service level changes across all departments be evaluated in the same timeframe. c. Salaries and Benefits: The City takes a strategic approach to managing salary and benefit expense. City staff and negotiators work with employees and employee associations to manage salary and benefit expense to make sure that labor agreements are sustainable in the long-term. Employee prevailing wage adjustments are negotiated with the intent to strike a balance between what the City is able to afford, while still providing competitive salary and benefits for employees so that the recruitment and retention of employees is not compromised.

VII. RESERVES

1. With respect to reserves, as a small, non-economically diverse city, we need larger reserves than other cities our size, for several reasons:
a. Infrastructure and facilities are just as expensive as those in a larger city, and as a less densely populated city, infrastructure like roadways is more expensive per capita to maintain.
b. A reserve policy as a percentage of the General Fund revenues does not go very far when the General Fund is small, as it is in our smaller City. We need to have a sufficient dollar amount to be prepared for local emergencies. c. We remain susceptible to multiple potential disasters at one time. For example, an earthquake or significant wildfire could occur during a pandemic.

2. Reserve levels shall be explicitly adjusted based on the economic cycle. Levels shall be based on a multi-year trend line, not a single year, and therefore increased in good years. 233 Attachment 1

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3. To address unanticipated emergency and contingency needs of the City, and to secure the continued financial well-being of the City, various reserves shall be maintained as follows:
a. Unrestricted Reserves – The City shall maintain unrestricted reserves of no less than 30% of the actual 10-year revenue trend.
b. Reserve for Self Insurance - provides funding of a risk management program whereby the City obtains insurance contracts for catastrophic losses, but maintains relatively high deductible or retention limits on operating equipment and maintains no insurance contracts on certain exposures. Minimum reserves shall be established by the JPA.
c. Reserve for Capital Asset Replacement - provides a replacement fund based on equipment replacement of capital and operating assets.
d. Reserve for Debt Service – provides funds in accordance with debt issuance documents, including the official statement and trustee agreement. The amount of reserve is established by bond covenants.
e. Reserves for Water and Wastewater Funds – shall be maintained at 25% of operating expenses plus $1.0 million as a reserve for contingencies (i.e., unanticipated fluctuations in revenue collections or operating expenditures).

VIII. CAPITAL IMPROVEMENT PROGRAM

1. The Capital Improvement Program will be developed and implemented so as to protect the City's investment in capital infrastructure and facilities through timely and adequate maintenance and replacement of those assets. The Program shall also include newly acquired or constructed capital infrastructure and facilities.

2. The Capital Improvement Program shall include all capital infrastructure and facilities required and/or anticipated during the General Plan build-out timeline. However, the Capital Improvement Program need specifically identify only those projects necessary to maintain an acceptable level of service delivery for the next two years including each project’s cost and funding sources.

3. The Capital Improvement Program will be updated bi-annually in conjunction with the two-year operating budget.

4. The City will grant priority to funding projects that support economic development or will have a direct influence on achieving productivity/revenue gains for the City.

5. The Capital Improvement Program will reflect the various master plans and related studies identifying infrastructure needs of the City.
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6. Various fees and charges identified by various plans such as the AB 1600 Plan (analysis of infrastructure needs of the City and the fees and charges necessary to meet said needs) shall be reviewed and modified, as required by State law.

7. The City will prepare periodic reports of progress and expenditures on capital projects for review by the City Council.
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Fund Structure and Description of Funds

FUND NUMBER AND NAME FUND DESCRIPTION
100 – General
Used for all financial resources not accounted for in
another fund. The general fund is the main operating
fund of the City and includes police, fire and
emergency, recreation, library, etc. services.
101 - Capital Improvement Program
The Capital Improvement Program (CIP) is a capital
investment plan that supports the quality of life by
providing for the design, construction, and renovation
of major capital projects that benefit a broad segment
of the community. The program is designed to protect,
preserve, and enhance the City’s infrastructure, extend useful life of public facilities, and improve and enhance the delivery of City services.
103 – Measure J-20 Supplemental Sales Tax
In November 2020, the voters of Paso Robles approved
Measure J-20, a one-cent supplemental sales tax. The
main priorities for spending the Measure J-20 SST
revenue—as approved by City Council in Resolution
20-118—are for fire and emergency services, police
services, and street and repair maintenance.
111 – American Rescue Plan Act (ARPA)
The American Rescue Plan Act (ARPA) of 2021 is a $1.9
trillion economic stimulus bill. Within ARPA, the
Coronavirus State and Local Fiscal Recovery Fund
provides $350 billion for states, municipalities,
counties, tribes, and territories, including $130.2
billion for local governments split evenly between
municipalities and counties. The City’s share of this
funding equates to approximately $5.5 million. This
fund was created to account for these funds and house
the activity associated with efforts funded by ARPA.
112 – Information Technology Internal Service
Used to account for information technology (IT)
maintenance, operations, repair and replacement of IT
and related equipment.
115 – Economic Vitality Fund
Funded by one-time SB 1090 funds to be utilized for
economic development activity in preparation for the
projected economic impacts associated with the
decommission of Diablo Canyon.
117 – Citizen Option Public Safety (COPS) Grant State grant restricted to fund law enforcement capital outlay needs.
125 – Fleet Maintenance Internal Service Used to account for fleet and equipment maintenance, operations, repair and replacement citywide.
127 – Facility Replacement Used to account for funds set aside for replacement, maintenance, and repair of City facilities.
128 – Risk Management Internal Service
Used to account for general liability insurance
premiums as well as expenditures associated with
liability claims both internal and external.
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Fund Structure and Description of Funds

FUND NUMBER AND NAME FUND DESCRIPTION
200 – State Gas Tax
Receipts and expenditures of money apportioned
under the Streets and Highways Code Sections 2105,
2106, 2107, and 2107.5.
206 – Transportation Development Act- Article 8a
The 1/4% sales tax levied statewide for local
transportation purposes. In 1971, the 6% sales tax levy was extended to gasoline purchases and divided into
two categories; Article 8a, which is used for streets
and roads and Article 8c, which is restricted for transit. 207 – Transit Operations
Funds used specifically for transit maintenance and
improvement projects as specified by the
Transportation Development Act.
209 – Road Maintenance and Rehabilitation (SB1)
Road Maintenance and Rehabilitation Account.

Provides funding for roadway maintenance, repair, and
reconstruction under new Gas Tax funding.
210 – Voluntary Certified Access Specialist Program
Certified Access Specialist Program fee. State
mandated fee collected with City Business License
fees.
211, 212, 213, 216, 223, 231 – Development Impact
Fee Funds
Development Impact Fees assessed and collected
which are used to construct public facilities due to the need for expanded services. Fees are collected for
transportation, public safety facilities, general
government facilities, parks and recreation facilities, library facilities, bridge development, storm drain
development, and bike and pedestrian pathways.
225, 228, 232, 235, 236 – Specific Plans
Funds collected from the payment of Development
Impact Fees as identified in the Borkey, Union/46,
Chandler Ranch and Olsen Beechwood Specific Plans
for public facilities and infrastructure as well as funds set aside for pre-study reports for Airport Road.
227 – Community Development Block Grant
Federal grant funds received from the Department of
Housing and Urban Development for the rehabilitation
of low- and moderate-income housing.
233 – Cal Home Loan Program
State grant funds from the Department of Housing and
Community Development to enable low-income
households to become or remain homeowners.
238 – Downtown Parking Account for the maintenance and operations of the City’s Downtown Parking Program.
308 – Landscape and Lighting District
Finances the ongoing maintenance and operations
costs of street lighting and landscaped mediums and
parkways.
401 – Senior Citizen Trust Funds received and expended by the Senior Advisory Committee.
403 – Pension Trust Funds set aside in a Section 115 Trust Fund to be used for future pension costs.
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FUND NUMBER AND NAME FUND DESCRIPTION
409 – PEG Fund
Public Education and Government Channels Fee. These
funds are received from Charter Communications and
are to be used for public broadcasting equipment for
City meetings.
505 – 1993 Public Facilities Fund Long-term debt service transactions relating to the construction of the Library and City Hall.
506 – Measure D General Obligation Bonds Long-term debt service transactions relating to the Measure D GO Bonds Debt.
600 – Water Operations
Funds used specifically for the City's water production, transmission, and distribution system. Also includes
fees collected from developers connecting to the
water system.
601 – Wastewater (sewer) Operations
Funds used specifically for the City's sewer collection and treatment system. Also includes fees collected
from developers connecting to the sewer system.
602 – Airport Operations Funds used specifically for the City's airport. 610 – Recycled Water Construction (Operations)
Funds used specifically for the construction of the
City’s Recycle Water Distribution System; and once
completed, maintenance and operations of the utility.
611 – Landfill Closure, Postclosure & Corrective Action Fund
Funds set aside by the City to cover any landfill
contingencies that might arise after decommissioning
the landfill.
612 – Solid Waste
Funds used specifically for the landfill maintenance
and operations; and recycling and waste reduction in
compliance with Senate Bill 1383.
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Glossary

Account- A separate financial reporting unit. All budgetary transactions are recorded in accounts.

Accrual Basis- Sometimes called “full accrual” basis. A basis of accounting in which revenues are recognized when earned regardless of when they are received, and expenses are recorded at the time the liability is incurred, regardless of when it is paid.

Accumulated Depreciation- The amount of depreciation that has accumulated to date during the existing useful life of City assets.

Actuarial- A person or methodology that makes determinations or required contributions to achieve future funding levels that address risk and time.

Adopted Budget- Formal action is taken by the City Council to set the financial plan (expenditures, revenues, positions) for the fiscal year.

Adjusted Appropriations- Total appropriations minus appropriations for one time activity, debt service and non-operating transfers to other funds.

Ad Valorem Tax- A tax levied on the assessed value of real estate and personal property. This tax is also known as property tax.

Agency Funds- These funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies.

Appropriation- A legislative act authorizing the expenditure of a designated amount of public funds for a specific purpose.

American Rescue Plan Act (ARPA)- The American Rescue Plan Act of 2021 is a $1.9 trillion economic stimulus bill. Within ARPA, the Coronavirus State and Local Fiscal Recovery Fund provides $350 billion for states, municipalities, counties, tribes, and territories, including $130.2 billion for local governments split evenly between municipalities and counties. The City’s share of this funding equates to approximately $5.5 million.

This fund was created to account for these funds and house the activity associated with efforts funded by ARPA.

Americans with Disabilities Act- Enacted on July 26, 1990, the Americans with Disabilities Act gives civil rights protections to individuals with disabilities similar to those provided to individuals based on race, color, sex, national origin, age, and religion. The Americans with Disabilities Act guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications.
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Glossary

Assessed Value (AV)- A value established by the County Assessor which approximates fair-market value of real or personal property or fair-market value at the time of sale, change in ownership or completion of construction adjusted by the annual California Consumer Price Index not to exceed 2.0% annually. By State law, 100% of the property value is used for determining the basis for levying property taxes.

Asset- Resources owned or held by a government that have monetary value.

Audit- A systematic collection of sufficient and competent evidential matter needed to attest to the fairness of management’s assertions in the financial statements, or to evaluate whether management has efficiently and effectively carried out its responsibility.

Balanced Budget- The total sum of operating revenues budgeted equal to the total amount of the operating expenditures budgeted. One-time costs may be funded through use of reserves.

Beginning/Ending Fund Balance- See Fund Balance.

Black Gold- The Black Gold Cooperative Library System, begun in 1964, creates and maintains the online public access catalog in six public libraries, bibliographic records, library automation services, and more.

Bond- Capital raised by issuing a legal promise to pay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, streets, and bridges.

Bond Refinancing- The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.

Budget- A plan of financial operation listing an estimate of proposed applications or expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved and adopted by the City Council.

Budget Calendar- A schedule of key dates and milestones that a government follows in the preparation and adoption of the budget.

Budget Document- The instrument used by the budget-making authority to present a comprehensive financial program to the City Council.

Budget Message- Included in the opening section of the budget, the Budget Message provides Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.

Budgetary Basis- This refers to the form of accounting used throughout the budget process. These generally take one of three forms: GAAP, cash, or modified accrual. 240 Attachment 1

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Budgetary Control- The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues.

Business License Tax- A tax imposed on businesses for the privilege of conducting business within the City.

This tax is for the purpose of revenue generation and not regulatory.

California Environmental Quality Act- A State law that requires public agencies to review projects before approval to identify possible adverse effects on the environment.

California Public Employee Retirement System- The City contributes to the California Public Employee Retirements System (CalPERS), an agent multiple-employer public employee defined benefit pension plan.

CalPERS acts as a common investment and administrative agent for participating public entities within the State. Benefits provisions and all other requirements are established by State statue and City ordinance.

Capital Expenditures- Capital projects such as city buildings, general plan update, park renovations, etc.

These projects are usually multi-year and, thus, extend beyond the annual budget. Capital expenditures are supported by a five-year expenditure plan detailing funding sources and expenditure amounts.

Capital Asset/Capital Outlay- Land, buildings, improvements, machinery and equipment, and infrastructure used in operations that have initial useful lives greater than one year. The City’s policy is to capitalize all assets with costs exceeding certain minimum thresholds, $5,000 for machinery and equipment and $25,000 for buildings, improvements and infrastructure.

Carryover Balance- The difference between actual General Fund (GF) revenues received and actual GF expenditures (operating balance), plus any other GF one-time revenues or expenditures in a given fiscal year.

Central Service Fund- See internal service fund.

Certificates of Participation (COP’s) - Provides long-term financing through a lease, installment of sale agreement or loan agreement used to construct or acquire capital facilities and equipment.

Community Development Block Grant (CDBG) - A grant received from the U.S. Department of Housing and Urban Development.

Debt Service- The payment of principal and interest on borrowed funds such as loans, bonds, notes or certificates of participation according to a predetermined schedule.

Debt Service Funds- Government fund type used to account for the accumulation of resources for and the payment of interest and principal on a debt issue.

Deficit- An excess of expenditures or expenses over resources. 241 Attachment 1

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Glossary

Department- The highest organizational unit with the City which is responsible for managing divisions or activities within a functional area.

Depreciation- The cost of an asset divided by its expected useful life in years.

Development Impact Fee- Fees places on the development of land or conditions required for the approval of a development project such as the donation (dedication or exaction) of certain land (or money) to specific public uses. The fees are typically justified as an offset to the future impact that development will have on existing infrastructure.

Discretionary Expenditure- An expenditure that is avoidable.

Division- An organization unit within a department that provides a specific service.

Emergency Operations Center- An Emergency Operations Center is a pre-designated facility established by the City to coordinate its overall response and support to an emergency.

Encumbrances- Expenditure obligations of the City established when an agreement for services or goods is entered into. An encumbrance crosses fiscal years until the obligation is fully paid.

Ending Balance- A fund’s accumulation of revenues over its expenditures available for appropriation.

Enterprise Funds- Used to account for an activity for which a fee or fees is charged to external users for goods or services. The City has four Enterprise Funds, Water, Wastewater, Airport, and Transit, which account for the water services, wastewater or sewer services, the municipal airport and Transit.

Environmental Impact Report- A detailed review of a proposed project, its potentially adverse environmental effects, possible changes that can be made to reduce adverse effects, and possible alternatives.

Expenditures- The use of financial resources typically spent for goods or services.

Fiduciary Funds- Used to report assets held in a trustee or agency capacity for others.

Financial Reserves- An unappropriated source of funding that can be utilized to meet unexpected budgetary needs.

Fiscal Year- A 12-month period specified for recording financial transactions. The City has specified July 1 to June 30 as its fiscal year.

Franchise- The fee paid to a municipality from a franchisee for the use of City streets and right-of-way.

Full-Time Equivalent (FTE) - Part-time and hourly positions expressed as a fraction of full-time positions (2,080 hours per year). Example: 3 positions working 20 hours a week equals 1.5 FTE’s. 242 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Fund- A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations.

Fund Balance- The difference between fund assets and fund liabilities; also known as fund reserves.

GANN Limit/Proposition 4- The City is required, under Article XIIIB of the State Constitution, to limit appropriations from proceeds of taxes. The annual appropriation limit is based on data received from the State, including various growth measures such as population, CPI and nonresidential construction changes.

Gas Tax- Administered by the State Board of Equalization, this is a per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit.

General Fund- The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to accumulate the cost of the City’s general operations.

Generally Accepted Accounting Principles (GAAP)- Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

General Obligation Bond (GO Bond)- Bonds backed by the full faith and credit of the City, used for various purposes and repaid by regular revenue raising powers (generally property taxes) of the City.

General Plan- California State law requires each City to adopt a General Plan that describes the direction the City will take concerning its future development.

Geographic Information Systems (GIS)- A Geographic Information System (GIS) is an integrated collection of computer hardware and software used for the storage, retrieval, mapping, managing, viewing, analyzing, and modeling of data about geographic features. A GIS provides a framework for gathering and organizing mapped data about a city, along with related databases so that the information can be mapped and analyzed.

GIS is used in all primary systems within the City, including utility mapping and management, police dispatch, fire response, emergency planning and operations, planning and development, and much more.

Goals- A set of criteria to be achieved within a certain time period.

Governmental Funds- Funds generally used to account for tax-supported activities. There are five different types of governmental funds: general fund, special revenue funds, debt service funds, capital projects funds and permanent funds.

Governmental Accounting Standards Board- The Governmental Accounting Standards Board establishes financial accounting and reporting standards for State and local governmental entities, including the City. The standards guide the preparation of external financial reports of those entities. 243 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Government Finance Officers Association- The Government Finance Officers Association is the professional association of state/provincial and local finance officers in the United States and Canada and has served the public finance profession since 1906. Government Finance Officers Association members are dedicated to the sound management of government financial resources. The City strives to create a budget document that addresses the Government Finance Officers Association program criteria as a policy guide, financial plan, operations guide, and a communications device.

Grant Funds- Moneys received from another government, such as the State of Federal government, usually restricted to a specific purpose. An example is the CDBG grant provided by the federal government.

Inflation- A rise in price levels caused by an increase in available funds beyond the proportion of available goods.

Infrastructure- A substructure or underlying foundation on which the continuance or growth of a community depends: roads, schools, transportation systems, etc.

Interest Income- Revenue associated with the City cash management activities of investing fund balances.

Inter-Fund Transfers- Monies moved from one fund to another. The money is transferred to finance the operations of another fund or to reimburse the fund for expenses.

Internal Service Fund- An internal service fund is used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government.

Landscape and Lighting District- An assessment district that is formed for the maintenance of landscaping and streetlight improvements.

Measure E-12/J-20- Measure E-12 and Measure J-20 are a local transaction and use tax (sales tax) measure that asks the City’s voters to approve a general sales tax increase to maintain essential/general services, such as fire protection/paramedic services, wildfire/natural disaster emergency preparedness, 911 emergency response times, public safety, equipping first responders; fixing streets/potholes, school protective services, or other local priorities that the City Council and community may identify.

Mission Statement- A broad direction based on the needs of the community. A mission is general and timeless; it is not concerned with a specific achievement in a given period of time.

Modified Accrual- An adaptation of the accrual basis of accounting for governmental fund types. Revenues and other financing resources are recognized when they become available to finance expenditures for the current period. Expenditures are recognized when the fund liability is incurred.

Municipal Code- A book that contains City Council approved ordinances currently in effect. The code defines City policy with respect to areas such as planning, zoning, building, etc. 244 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Munis- The accounting and budgetary system used by the City of Paso Robles.

Non-Departmental- Appropriations of the General Fund not directly associated with a specific department.

Operating Budget- The portion of the budget that pertains to daily operations and delivery of basic governmental services.

Operating Expenses- Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in program inventories.

Ordinance- A formal legislative enactment by the City Council. It is the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than a resolution.

Performance/Workload Measures- Number or percentage of work category completed or performed. The performance/workload measures provide an indicator of the amount of work performed or measures the quality of effectiveness of work performed by a department or program from year to year.

Personnel Services- Wages, salaries and benefits paid to City employees.

Projected Expenditures- The amount of expenditures expected in the current fiscal year.

Projected Revenue- The amount of revenue expected to be received in the current fiscal year.

Property Tax- Property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property located within the City.

Proposed Budget- The initial plan for the fiscal year presented to the City Council before adoption.

Proprietary Funds- Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.

Redevelopment Agency (RDA) - A separate legal entity charged with the responsibility for elimination of blight through the process of redevelopment.

Reimbursement- The payment of an amount remitted on behalf of another party, department, or fund.

Restricted Reserves- Used to indicate that resources are not available for appropriation and subsequent spending but is either for a specific purpose or to fund a liability.

Resolution- A special order of the City Council, which has a subordinate legal standing than an ordinance. 245 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Revenue- Amount received for taxes, fees, permits, licenses, interest, and intergovernmental sources during the fiscal year.

Revenue Bond- A type of bond usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities.

Revised Budget- Adopted plus/minus any midyear Council action.

Risk Management- An organized attempt to protect a government’s assets against accidental loss in the more economical method.

Staffing for Adequate Fire and Emergency Response (SAFER) Grant- Competitive grants from the Department of Homeland Security through the Federal Emergency Management Agency, which are utilized by the Emergency Services Department to hire additional firefighters.

Sales Tax- Tax imposed on retailers for the privilege of selling tangible personal property in California as well as within the City.

Salaries and Benefits- The set of all City-related operating costs for personnel (e.g., salaries, wages, retirement, health, dental, etc.).

Special Revenue Funds- Governmental fund type used to account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted for specified purposes.

Staffing- A budget category which generally accounts for full-time and temporary employees.

Strategic Plan- A document outlining long-term goals, critical issues, and action plans that will increase the organization’s effectiveness in attaining its vision, priorities, mission, goals, and objectives.

Supplemental Sales Tax- Additional local add-on sales tax. The City currently has two: Measure E-12, a half cent supplemental sales tax and Measure J-20, a full cent supplemental sales tax.

Taxes- Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.

Transfers In/Out- Movement of money from one fund to another within the City of Paso Robles or component units of the City of Paso Robles.

Transient Occupancy Tax (TOT) - A tax imposed on travelers who stay in temporary lodging facilities within the City.

Unfunded Pension Liability- The difference between assets in a pension fund and the amount of benefits the fund is required to pay out in the long-term.
246 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
List of Acronyms
115 Section 115 Pension Trust Fund
AB Assembly Bill
ACFR Annual Comprehensive Financial
Report
ACQ Acquisition
AD Assessment District
ADA Americans with Disabilities Act
AGIS Airport Geospatial Information
System
ALP Airport Layout Plan
AMR Automatic Meter Reading
ARPA American Rescue Plan Act
AS Administrative Services
ATP Active Transportation Program
AVL Automatic Vehicle Locator
BPMP Bicycle and Pedestrian Master
Plan
BSP Barney Schwartz Park
CAD Computer Aided Dispatch
CA or CAL California
CalPERS California Public Employees
Retirement System
CAP Cost Allocation Plan
CAT Community Action Team
CC City Council
CDBG Community Development Block
Grant
CDD Community Development
Department
CEO Chief Executive Officer
CEQA California Environmental Quality
Act
CFD Community Facilities District
CH City Hall
CIP Capital Improvement Program
CMO City Manager’s Office
CNG Heavy-Duty Compressed Natural
Gas
CO Carry-over/Carry-forward
COLA Cost of Living Adjustment
COPS Citizens Option Public Safety
COVID-19 Coronavirus Disease 2019
CPI Consumer Price Index
CS Community Services
CSF Central Service Fund
CSO Community Services Officer
CTC California Transportation
Commission
CY Current Year
DIF Development Impact Fee(s)
DOT Department of Transportation
DT Downtown
DWR Department of Water Resources
ECHO El Camino Homeless Organization
EDA Economic Development
Administration
EDSP Economic Development Strategic
Plan
EIR Environmental Impact Report
EMD Emergency Medical Dispatch
EMS Emergency Medical Services
247 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
List of Acronyms
ES Emergency Services
EOC Emergency Operations Center
FAA Federal Aviation Administration
FD Fund
FT Full-time
FTE Full-Time Equivalent
FY Fiscal Year
FYE Fiscal Year End(ed)
GAAP Generally Accepted Accounting
Principles
GASB Government and Accounting
Standards Board
GF General Fund
GIS Geographical Information
Systems
GL General Ledger
GO General Obligation
HBP Highway Bridge Program
HSIP Highway Safety Improvement
Program
HUD Housing and Urban Development
HVAC Heating, Ventilation, and Air
Conditioning
IAFF International Association of Fire
Fighters, Local 4148
ISF Internal Service Fund
ISO Insurance Services Office
IT Information Technology
JPIA Joint Powers Insurance Authority
L&L Landscape and Lighting District
LAIF Local Agency Investment Fund
LMP Larry Moore Park
LSRP Local Roadway Safety Program
LTF Local Transportation Fund
MAINT Maintenance
MDC Mobile Data Computer
MGMT Management
MOU Memorandum of Understanding
NFPA National Fire Protection
Association
NIMS National Incident Management
System
NVR Network Video Recorder
OES California Office of Emergency
Services
OPEB Other Postemployment Benefits
OTS Office of Traffic Safety
P&R Parks and Recreation
PAED Project Approvals and
Environmental Documents
PC Personal Computer
PED Pedestrian
PEG Public Education Government
PEMHCA Public Employees Medical and
Hospital Care Act
PEPRA Public Employees’ Pension
Reform Act
PERS Public Employee Retirement
System
PFAS Per- and polyfluoroalkyl
substances (also known as
“forever chemicals”)
248 Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
List of Acronyms
PD Police Department
PG&E Pacific Gas and Electric
PO Purchase Order
POA Police Officer’s Association
PPE Personal Protective Equipment
PRFES Paso Robles Fire and Emergency
Services
PRTID Paso Robles Tourism
Improvement District
PSC Public Safety Center
PS&E Plans, Specifications, and
Estimates
PT Part-time
PW Public Works
PY Prior Year
RAB Round-a-bout
RDA Redevelopment Agency
REC Recreation
RFP Request for Proposal
RFQ Request for Qualifications
RMRA Road Maintenance and
Rehabilitation Account
ROW Right-Of-Way
RREP Regional Renewable Energy Park
RSHA Regional State Highway Account
RTA Regional Transit Authority
SA Successor Agency
SAFER Staffing for Adequate Fire and
Emergency Response
SB Senate Bill
SBE State Board of Equalization
SEIU Service Employee International
Union (Local 620)
SLESF Supplemental Law Enforcement
Services Fund
SLO San Luis Obispo
SLOCOG San Luis Obispo Council of
Governments
SR State Route
SRO School Resources Officer
SST Supplemental Sales Tax
SSTOC Supplemental Sales Tax Oversight
Committee
SWAT Special Weapons and Tactics
SWMP Stormwater Management Plan
TCEP Trade Corridor Enhancement
Program
TBD To Be Determined
TDA Transportation Development Act
TIF Transportation Impact Fee(s)
TOT Transient Occupancy Tax
UAL Unfunded Accrued Liability
UB Utility Billing
US United States
USHA Urban State Highway Account
USO United Service Organizations
WTP Water Treatment Plant
WW Wastewater
WWTP Wastewater Treatment Plant
249 Attachment 1

Attachment 1

Attachment 2
RESOLUTION 24-XXX(A)

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

BUDGET FOR MAINTENANCE & OPERATIONS AND CAPITAL APPROPRIATIONS FOR FISCAL YEAR 2024-25 AND FISCAL YEAR 2025-26
WHEREAS, the City Council of City of El Paso de Robles is required to adopt a comprehensive operating and capital expenditure budget in order to authorize the receipt of revenues and to authorize, guide, and direct the City’s activities no later than June 30, each year; and WHEREAS, on March 2, 2024, the City Council of the City of El Paso de Robles conducted a Public Goals and Budget Priorities Setting Workshop; and
WHEREAS, on March 19, 2024, the City Council of the City of El Paso de Robles adopted goals and strategic priorities; and
WHEREAS, on April 16, May 7, and June 3, 2024, the City Council of the City of El Paso de Robles held a discussion for the proposed budget for fiscal year 2024-25 and fiscal year 2025-26; and WHEREAS, the total City of El Paso de Robles appropriations, including the General Fund, Enterprise funds, Debt Service funds, Special Revenue funds, Capital Project funds, and Agency funds is $170,245,300 for FY 2024-25 and $155,426,100 for FY 2025-26; and WHEREAS, staffing for all funds includes up to but not more than 304.44 full-time equivalents for FY 2024-25 and 314.44 for FY 2025-26, plus any additional positions approved by Council, in those numbers and within those classifications as described in the budget; and WHEREAS, the budget document contains all projected revenues, appropriations, and transfers, and shall be implemented by the City Manager per this resolution.

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

Section 1. The operating, debt service, and capital improvement plan budget for the City of El Paso de Robles for the fiscal year beginning July 1, 2024, and ending June 30, 2025 and beginning July 1, 2025, and ending June 30, 2026, is hereby adopted; Section 2. General Fund revenues, as well as the revenues of all other funds, shall be continuously monitored in order to measure collections against estimates. The Administrative Services Director shall return at appropriate intervals to report on the progress and request any needed adjustments; and
Section 3. At the close of the fiscal year, unexpended appropriations in the operating budget may be carried forward to the next fiscal year, as necessary, to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized, but