(Supp. No. 57)
D. The Emergency Operations Center (EOC) Director shall direct and coordinate the activities of all personnel assigned to the EOC; ensure the EOC is fully operational and appropriately staffed during an emergency; provide for the overall management and coordination of emergency response and recovery operations; work closely with other agencies and organizations to ensure a coordinated response to the disaster; provide situational awareness reports to the City Council; and facilitate and then manage the transition into the recovery phase.
E. The Disaster Preparedness Officer shall oversee the effective and efficient management of emergency operations within the city; plan, organize and coordinate citywide emergency management efforts through the preparation and maintenance of the city’s Emergency Plans; liaison with local, county, state, and federal emergency management agencies; assist with planning, organizing, and directing the disaster preparedness activities and operations focused on the development of the city's emergency management program; ensure the readiness of the city's Emergency Operations Center; and educate the city management, employees, community partner organizations and the public about disaster preparedness. (Ord. No. 1062 N.S., § 7, 10-16-2018)
2.24.070 Emergency organization.
All officers and employees, together with those volunteer forces enrolled to aid the emergency organization during an emergency, them during an emergency, and all groups, organizations, and persons who may by agreement or operation of law, including persons impressed into service under the provisions of Section
2.24.060.A.78.c of this chapter, be charged with duties incident to the protection of life and property in this city during such emergency, shall constitute the emergency organization of the city of El Paso de Robles. All abovementioned members of the emergency organization, without exception, will be considered disaster service workers giving them the protection protections of “disaster service workers” under in accordance with California Senate Bill 39 - Personal liability immunity. “disaster service workers” (State of California Civil Code 1714.5), or as that section subsequently may be amended.
(Ord. No. 1062 N.S., § 7, 10-16-2018)
2.24.080 Compliance with the California Emergency Services Act.
The disaster council shall comply with the California Emergency Services Act, codified in California.
Governmen't Code § 8550, et seq.
(Ord. No. 1062 N.S., § 7, 10-16-2018)
2.24.090 Emergency Operations Planplan.
The Emergency Services dDirector and Ccity Disaster Preparedness Officer Fire Chief shall be responsible for the development of and updates to the city emergency operations plan. The plan, which plan shall provide for the effective mobilization of all of the resources of theis cityjurisdiction, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of war emergency; and shall provide for the organization, powers and duties, services, and staff of the emergency organization. Such plan shall take effect upon adoption by resolution of the disaster city council. (Ord. No. 1062 N.S., § 7, 10-16-2018)
(Supp. No. 57)
2.24.110 Expenditures
Any expenditure made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the cCity of El Paso de Robles.
(Ord. No. 1062 N.S., § 7, 10-16-2018)
2.24.120 Punishment of violations.
It shall be a misdemeanor, punishable by a fine of not to exceed one thousand dollars, or by imprisonment for not to exceed six months, or both, for any person, during an emergency, to:
A. Willfully obstruct, hinder, or delay any member of the emergency organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter, or in the performance of any duty imposed upon him or her by virtue of this chapter.
B. Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such act is of such a nature as to give or be likely to give assistance to the enemy or imperil the lives or property of inhabitants of this city, or to prevent, hinder, or delay the defense or protection thereof. Any violation of any duly enacted public health measure to mitigate or prevent the transmission of a communicable disease that presents a risk of serious illness or death to city residents or of any emergency measure enacted to prevent the exposure of residents to it shall be presumed “to imperil the lives or property of inhabitants of this city,” and failure to remedy such violation after direction by any authorized city personnel charged with enforcing such measures shall be presumed “to prevent, hinder or delay the defense or protection thereof” for purposes of this chapter.
C. Wear, carry, or display, without authority, any means of identification specified by the emergency agency of the state.
D. As used in this chapter, “rule or regulation issued pursuant to this chapter” means, in addition to any duly adopted ordinance of the city, any duly adopted resolution, proclamation, declaration or order of the city council, the disaster council or the Emergency Services Director in furtherance of their respective emergency powers pursuant to a declared local (city or county), state or federal emergency affecting the city of El Paso de Robles.
E. As used in this chapter, “rule or regulation issued pursuant to this chapter” shall also include any emergency or public health measure, order or directive applicable in the city and issued by any county of San Luis Obispo, state of California or Uniteds States jurisdictional authority authorized to issue or enact such emergency or public health measures, orders or directives, where the city council, disaster council and/or Emergency Services Director has authorized or directed, or is required to authorize or direct, the enforcement of such measures pursuant to their powers under this chapter or their otherwise applicable authority to take actions in furtherance of the health, safety and welfare of the city organization and residents.
F. In addition to misdemeanor prosecution, nothing herein shall preclude enforcement of violations of this chapter by any means otherwise permitted by the Paso Robles Municipal Code or other applicable law, including but not limited to administrative or civil enforcement. (Ord. No. 1062 N.S., § 7, 10-16-2018)
Council Agenda Report
From: Paul Sloan, Economic Development Manager
Subject: Approval of Five-Year Economic Development Strategic Plan CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Date: July 16, 2024
Facts
1. In 2006, the City, in partnership with the Paso Robles Chamber of Commerce, created the Paso Robles Economic Strategy. The 2006 Economic Strategy is a high level, aspirational document that sought to improve livability and the quality of life in the City through economic growth.
2. From 2018 to 2021, the City contracted with the Paso Robles Chamber of Commerce to advance economic development initiatives. In 2021, the City Council approved an Economic Development Manager position and brought those services in-house.
3. The Economic Development Manager (EDM) is tasked with coordinating and executing economic development initiatives, supporting local businesses, and seeking to expand and diversify the local economy. The EDM is also leading the City’s Spaceport development project.
4. Although the position was added in 2021, there has not been an update to the City’s Economic Development Strategy in over 18 years. Since then, the region has grown as a dynamic and innovative tourism destination, experienced the great recession, and endured the global COVID-19 pandemic.
5. On April 19, 2022, City Council approved City Council Goals for Fiscal Years 2022-2024 with economic development and vitality a priority goal area, with direction to adopt an updated economic development strategic plan.
6. The City subsequently issued a Request for Proposal (RFP) to facilitate a comprehensive public process and prepare a Five-Year Economic Development Strategic Plan (EDSP) and, in response, received nine qualified proposals.
7. On June 07, 2022, City Council approved the proposal received from Wildan Financial Services and allocated one-time funding to complete this project.
8. An updated EDSP not only offers a roadmap for allocating resources and leveraging staff expertise but also serves as a guiding framework for both the City and community stakeholders. By setting measurable objectives, it ensures that progress can be effectively monitored, and the success of the plan can be assessed over time.
9. The EDSP used data from Esri Business Analyst, Placer.ai, and other relevant sources to research and analyze key demographic and socioeconomic data, labor force characteristics, sales tax revenue, and other relevant economic data according to industry standards established by the International Economic Development Council (IEDC) and the Urban Land Institute (ULI).
10. Additionally, an extensive series of virtual and in-person interviews, focus groups, surveys, and workshops were conducted in the development and preparation of the EDSP in accordance with City Council Goals.
11. Staff and stakeholders participating in the input process included:
Options
1. Take no action;
2. Approve the Five-Year Economic Development Strategic Plan;
3. Provide alternative direction to staff.
Analysis and Conclusions
In 2006, the City and the Chamber of Commerce collaborated on the development of an economic strategy document. The document included a broad range of high-level goals and objectives that were intended to drive economic growth within Paso Robles. Over the past 18 years, the document has remained the single plan solely focused on economic development activities.
Since 2006, the City has experienced the Great Recession, significant growth as tourism destination, and the COVID-19 pandemic. In 2021, the City added the Economic Development Manager (EDM) position, seeking to retain economic development as a City-led function. Since 2021, the EDM has coordinated and executed economic development initiatives, worked to attract new businesses, and has collaborated with regional, state and federal partners in an effort to expand and diversify the local economy. While integrating economic development into the City's operations, it became essential to craft a fresh economic development strategic plan. This project aims to modernize the City's outdated 2006 plan by incorporating innovative economic development strategies. It seeks to pinpoint opportunities and address the unique challenges our local economy faces.
The plan provides actionable recommendations for programs and policies that facilitate head-ofhousehold job creation and identify target industries and clusters to expand and diversify the economy.
The plan also aligns with work being done at the regional level through the Regional Economic Action Coalition (REACH) and other partner organizations.
A broad and participatory public engagement process was also utilized to inform the EDSP’s findings and recommendations. More than sixty unique interviews were conducted with local and regional stakeholders through a variety of outreach activities including in-person interviews, focus groups, and economic development SWOT (Strengths, Weaknesses, Opportunities, and Threats) workshops with members of the boards of the Paso Robles Wine Country Alliance and Travel Paso, and with the Paso Robles Downtown Main Street Association’s Economic Vitality Subcommittee.
This in-person stakeholder engagement both validated the findings of market research and established a baseline for workforce development-related needs and wants. For example, Paso Robles’ business leaders uniformly identified housing availability and affordability as one of the most challenging constraints to attracting talent to open job opportunities, along with access to affordable, quality childcare that meets the needs and schedules of industry workers.
Consistent feedback from this targeted engagement revealed that the City is considered an effective development partner, and market conditions signal opportunities with pent-up demand in high-value sectors like technology, research and development (R&D), and labs according to developers who expressed interest in doing business in Paso Robles.
Based on the policy directives of the City Council, along with market research, stakeholder feedback, and City staff input, five key initiatives form the basis for the implementation of the EDSP. These initiatives and accompanying action items include:
1.0 Civic Innovation Initiative
1.1 Establish a City Innovation Fund
1.2 Form City Staff "Innovation Team" with cross-departmental functionalities
1.3 Explore establishing a modern permitting and development center in City Hall
2.0 Business Retention & Expansion Program
2.1 Develop Marketing, Branding & Communications Collateral/Tools
2.2 Establish a Formal Business Retention & Expansion ("BRE") Program
2.3 Launch Communications & Business Outreach Strategy
2.4 Launch Offsite Tourism Infrastructure Cost Sharing Program
2.5 Implement Commercial Center Revitalization Strategy
3.0 Workforce Development & Entrepreneurship Program
3.1 Expand Workforce Development Pathways & Apprenticeship Programs
3.2 Engage and Support an Entrepreneurial Networking and Mentoring Program
3.3 Explore implementation of an Economic Gardening Program
3.4 Develop a Childcare Provider Development Program
4.0 Placemaking & Infrastructure Program
4.1 Implement Major Gateway Beautification & Infrastructure Improvement Program
4.2 Implement Downtown Placemaking Pilot Projects
5.0 Multifamily Development Accelerator Program
5.1 Establish Workforce Housing and General Development Engagement Program
5.2 Leverage Regional Housing Partnership Opportunities
5.3 Widely Publicize the City’s Expanded Housing Portfolio
5.4 Onboard Dedicated Staff Resources
The initiatives and related action items provide a prioritized blueprint for City staff to meet economic development objectives over the next five years. Based on industry best-practices, these initiatives communicate a focused, targeted effort to support local businesses, increase the labor pool, and diversify the local economy.
The foundation for implementation of these initiatives is included within the action plan section of this document. The action plan provides defined implementation steps, identifies strategic partners and the resources needed to achieve objectives over the next five years.
Adoption of the EDSP will clearly communicate to investors and developers that the City is proactively facilitating public infrastructure investments, multifamily housing development, and new business activity in Paso Robles.
The recommendations supporting each proposed initiative will also market the City as a pro-business development partner who will provide clarity throughout the development process, thereby reducing risk and time during entitlements and construction.
The implementation timeline indicates the start year and duration of proposed activities. These targets and time frames are subject to change as the City’s economic development priorities evolve over the life of the Implementation Plan.
Fiscal Impact
In 2018, the City received funds under Senate Bill 1090, earmarked due to the impending closure of the Diablo Canyon Power Plant. These funds are legally bound for use in qualified economic development
activities. All proposed expenditures outlined in the EDSP utilizing SB 1090 funds are eligible. As of June 30, 2024, there is approximately $260,000 of SB 1090 funds that remain unspent.
For the initial year, it is proposed that the City uses the remaining SB 1090 funds to kickstart various initiatives and action items detailed in the plan. Moving forward from the first year, the City anticipates funding subsequent years of the EDSP through discretionary funds from the General Fund, barring any new grants or partnerships with community organizations. As such, allocation of funding for Years 2 to 5 of the EDSP will depend on fiscal conditions and will require approval from the City Council at that time.
The plan currently does not call for additional staffing, but it suggests a review of staff capacity in the third year to assess the potential need for a new staff member.
CEQA
The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Recommendation (Option 2)
Approve the Five-Year Economic Development Strategic Plan.
Attachments
1. Five-Year Economic Development Strategic Plan for the City of Paso Robles
PASO ROBLES I CALIFORNIA
Economic Development Strategic Plan:
FUNDING & IMPLEMENTATION
FY 2024/25-2028/29
Attachment 1
Acknowledgments
City of Paso Robles
Ty Lewis, City Manager
Chris Huot, Assistant City Manager
Warren Frace, Director, Community Development
Ryan Cornell, Administrative Services Director, Finance Paul Sloan, Economic Development Manager
Mark Scandalis, Manager, Paso Robles Municipal Airport
City Council
John Hamon, Mayor
Sharon Roden, District 1
Chris Bausch, District 2
Steve Gregory, District 3
Fred Strong, District 4
Business Leaders & Strategic Partners
William J. (“Bill”) Britton, Vice President & Chief Information Officer, San Luis Obispo Campus California Polytechnic State University
Dr. Maria Escobedo, Director of Student Success & Support Programs, Cuesta College
Stacie Jacob, Executive Director, Travel Paso
Norma Moye, Executive Director, Paso Robles Downtown Main Street Association
Gina Fitzpatrick, President/CEO, Paso Robles and Templeton Chamber of Commerce
Maria Garcia, President, Hispanic Business Association
Joel Peterson, Executive Director, Paso Robles Wine Country Alliance (PRWCA)
Main Street Association Placemaking Subcommittee Members Wine Industry SWOT Workshop Participants
Chloé Asseo-Fabre, PRWCA Director, L’Aventure Winery
Cris Cherry, PRWCA Vice Chairman, Maha Estate & Villa Creek Cellars
Joel Peterson, PRWCA Executive Director
Jeff Strekas, PRWCA Director, ONX Wines
Austin Hope, President and Wine Maker, Hope Family Wines (Named “American Winery of The Year” by Wine Enthusiast) Tourism Industry SWOT Workshop
Participant
Stacie Jacob, Travel Paso Executive Director
Colleen Bojorquez, CEO, Mid-State Fair
Carole MacDonal, Owner/Managing Partner, II Cortile (Restaurant Industry)
Angela McKee, Best Western Plus Black Oak (Travel Paso Vice Chair) Victor Popp, La Quinta Inn & Suites (Travel Paso Secretary) Alex Villicana Villicana Winery and Re:Find Distillery (Travel Paso Chair)
Attachment 1
Paso Robles Municipal Airport Commission
Benjamin Andros, President, Andros Engineering
William “Bill” Britton, Vice President & Chief Information Officer, California Polytechnic State University
Phoebe Brown, Pilot/Crewmate, Balloons over Paso
Eric Cook, FAA Pilot Examiner (Commission Chairman)
Marc Dart, Owner and President, Dart Enterprises
Tony Gaspar, Mortgage Loan Broker, Connect Home Loans
Sarah Gipple, Head of Partnerships at CAVU
Education Providers
Dr. Maria Escobedo, Dean, Cuesta College
Dr. Elise St. John, Head of Academic Programs and Partnerships, New Programs & Digital Transformation Hub (DxHub), San Luis Obispo Campus, California Polytechnic State University
Bill Britton, Vice President & Chief Information Officer, San Luis Obispo Campus, California Polytechnic State University
Paso Robles High School
Cover Photo Credits
Brittany App Photography
City of Paso Robles
Eberle Winery
Light At Sensorio
Travel Paso
Prepared By:
Willdan Financial & Economic Consulting Services
Oakland CA – Washington, DC
(951) 587-3500
www.Willdan.com
Coeur d’Alene, ID
(208) 277-6940
www.mettsgroup.com
Attachment 1
Table of Contents
Acknowledgments .................................................................................i Table of Contents ................................................................................iii Index of Tables.....................................................................................iv Index of Figures ................................................................................... v I. Executive Summary.......................................................................... 1 Introduction & Background............................................................ 1 Economic Development as a Policy Directive.............................. 3 Methodology & Approach.............................................................. 5 Stakeholder Input Findings............................................................ 7 Real Estate Market & Target Industry Findings......................... 9 II. Implementation Framework........................................................15
1.0 Civic Innovation Initiative .......................................................15
2.0 Business Retention & Expansion Program........................15
3.0 Workforce Development Partnership Program...............15
4.0 Placemaking & Infrastructure Program..............................15
5.0 Multifamily Rental Accelerator Program ...........................15 Introduction....................................................................................15 EDSP Action Plan..........................................................................18 Estimated Implementation Costs ...............................................25 Potential Funding Sources...........................................................29 III. Implementation Recommendations..........................................31
1.0 Civic Innovation Initiative ......................................................31 Existing Conditions............................................................................31 Action Plan Initiatives.......................................................................31
1.1 Establish a City Innovation Fund........................................... 31
1.2 Form City Staff "Innovation Team" with crossdepartmental functionalities.......................................................... 32
1.3 Explore establishing a modern permitting and
development center in City Hall.................................................... 32
2.0 Business Retention & Expansion Program .........................33 Existing Conditions........................................................................... 33 Action Plan Initiatives...................................................................... 33
2.1 Develop Marketing, Branding & Communications
Collateral/Tools .................................................................................. 33
2.2 Establish a Formal Business Retention & Expansion
("BRE") Program................................................................................ 34
2.3 Launch Communications & Business Outreach Strategy36
2.4 Launch Offsite Tourism Infrastructure Cost Sharing
Program............................................................................................... 37
2.5 Implement Commercial Vitality Strategy ............................ 37
3.0 Workforce Development & Entrepreneurship Program ...38 Existing Conditions........................................................................... 38 Action Plan Initiatives...................................................................... 39
3.1 Expand Workforce Development & Pathways
Apprenticeship Program................................................................. 39
3.2 Engage and Support an Entrepreneurial Networking and Mentoring Program .......................................................................... 40
3.3 Implement an “Economic Gardening” Program to Amplify Entrepreneurship and Business Support.................................... 42
3.4 Implement Childcare Provider Development Program.... 42 Attachment 1
4.0 Placemaking & Infrastructure Program..............................44 Existing Conditions............................................................................44 Action Plan Initiatives.......................................................................46
4.1 Implement Gateway Beautification & Infrastructure
Improvements.....................................................................................46
4.2 Implement Downtown Placemaking Pilot Project Program ................................................................................................................49
5.0 Multifamily Accelerator Program.........................................53 Existing Conditions............................................................................53 Action Plan Initiatives.......................................................................55
5.1 Establish Multifamily Development Accelerator Program ................................................................................................................55
5.2 Leverage Regional Housing Partnership Opportunities..56
5.3 Widely Publicize the City’s Expanded Housing Portfolio56
5.4 Onboard Dedicated Resources...............................................57 IV. Implementation Plan Success Factors................................. 57 Policies, Programs & Services........................................................57 Staffing and Resources....................................................................58 Monitoring and Reporting...............................................................60 Performance Measures....................................................................61 Appendix 1: Economic Development Stakeholder Outreach
Materials ..............................................................................................63 Economic Development SWOT Survey Questions – Wine &
Tourism Industries ............................................................................ 63 Appendix 2: Economic Development Best Practices ...................66 BRE Program Recommendations ................................................66 Appendix 3: Real Estate & Economic Development Consulting Support................................................................................................69 Index of Tables
Table 1: Implementation Partners (Key to Action Pan)................... 16 Table 2: Estimated EDSP Implementation Costs, FY 2023/24-FY 2027-28 ........................................................................................................ 26 Table 3: Proposed EDSP Sources & Uses of Funding...................... 30 Table 4: Economic Development Performance Metrics................... 62 Table 5: Paso Robles EDSP Stakeholder Outreach Participants . 64 Attachment 1
Index of Figures
Figure 1: Paso Robles City Council Adopted Goals 2022-2024...... 4 Figure 2: Paso Robles Economic Development Strategic Partners 5 Figure 3: EDSP Timeline and Major Activities....................................... 6 Figure 4: Real Estate Market Constraints and Opportunities .......... 7 Figure 5: Summary of Wine & Tourism Industry Stakeholder Input8 Figure 6: Paso Robles’ Target Sector Recommendations...............10 Figure 7: Paso Robles Economic Development Assets....................12 Figure 8: Paso Robles Economic Development Focus Areas.........14 Figure 9: City Permitting and Development Center – Existing Conditions.....................................................................................................32 Figure 10: Cal Poly K-20 Space Technology Pathways Program in Paso Robles..................................................................................................38 Figure 11: Regional Workforce Development Partners...................39 Figure 12: Paso Robles Childcare Center, 2024 ................................43 Figure 13: Signage, Banners & Gateways – Existing Conditions..45 Figure 14: Paso Robles Wayfinding Signage Program...................46 Figure 15: Paso Robles Gateways & Monuments Focus Areas, 2024................................................................................................................47 Figure 16: Municipal Branding Example – Paso Robles, CA ..........49 Figure 17: Proposed Placemaking Pilot Program Improvements . 51 Figure 18: City of Paso Robles Multifamily Building Permit Trends, 2013-2024....................................................................................................53 Figure 19: City Economic Development Staff Resource Allocation Recommendations, 2024..........................................................................59 Attachment 1
I. Executive Summary
Introduction & Background
El Paso de Robles, or "The Pass of the Oaks," is located halfway between San Francisco and Los Angeles, in San Luis Obispo County. Paso Robles is surrounded by scenic rolling hills and is considered one of the nation’s premier wine regions. This thriving community of over 30,000 actively engaged citizens possesses the benefits of a suburban-rural community while retaining a small town feel and is one of California’s best-kept secrets. With over 300 wineries in the region and a bustling Downtown with a variety of excellent restaurants and specialty retail shops, Paso Robles is fast becoming one of the most desirable places to live, work, and visit.
Paso Robles has a long history of agriculture and hospitality which have combined to create a strong work ethic and an enjoyable quality of life. Once hailed as the “Almond Capital of the World,” Paso Robles is now known for top quality food, wine, beer, distilled spirits, and an annual calendar filled with events that celebrate everything from wine to pioneers to classic cars. Paso Robles has been the recipient of a long list of accolades bestowed by the national media, the most recent honor being named the country’s top wine destination by USA Today.
The City of Paso Robles (“the City”) was incorporated in 1889 as a general law City that operates under the Council-Manager form of government. The five-member elected City Council provides policy direction to the City Manager, who acts as the Chief Executive Officer of the City and is responsible for implementing the direction of the Council. The City Council and staff have remained committed to being a business-friendly organization, striving to balance the demand for development while ensuring the
authentic, community-centric fabric of Paso Robles is not lost.
As part of Fiscal Year 2020-21, the City Council approved reestablishing an Economic Development Division with the City Manager’s Office. The Division is comprised of one full-time Paso Robles Economic Development
Strategic Plan Mission Statement
To foster expanded economic
diversity through strong strategic
partnerships and effective progrowth, business friendly development policies and programs
Attachment 1
Economic Development Manager, overseen by the Assistant City Manager, and supported indirectly by all City departments.
Although the City allocated resources and staffing toward this effort, the City’s last economic development vision document was completed in 2006—prior to the Great Recession, the massive increase in tourism to Paso Robles, and the global coronavirus pandemic that shifted the global economy.
Notwithstanding this gap in strategic planning, Paso Robles has been bustling with growth. Developers continue to invest throughout the community initiating all types of residential, commercial, and industrial expansion. The City has taken great strides to support economic growth and logical development but had not generated a complete economic development game plan to further activate the potential of the Paso Robles economy.
In early 2022, the City Council updated and adopted new goals for fiscal years ending 2023 and 2024. The first adopted goal section focuses exclusively on advancing key economic development initiatives, specifically directing staff to complete an economic development strategic plan (“EDSP”) for City Council consideration.
In addition, the plan complements and augments other adopted economic development goals, including progressing the City’s spaceport license designation efforts, diversifying the City’s economic base, and addressing workforce housing needs.
City Council and all departments play crucial roles in various stages of development, providing major policy directions, and ensuring infrastructure is constructed and maintained. This is reflected in the amount of investment being made in the local economy across various sectors, including hospitality, industrial development, and residential development. This document is intended to serve a broad spectrum of stakeholders and purposes, including:
• Setting clear, attainable, and measurable objectives for the plan’s five-year duration
• Championing and harnessing the innovative vision the City Council has set for the community
• Providing direction to City staff in pursuit of economic development-related objectives
• Infusing economic development best practices into the City’s economic development division
• Recognizing the input and roles of local partners as Paso Robles economic development champions, and
• Elevating the City’s economic development profile with regional, state, and federal partners.
Attachment 1
The City of Paso Robles is committed to being a business-friendly community that delivers attractive and safe neighborhoods to its residents and businesses while encouraging a vibrant economy.
The health and prosperity of the local economy is determined by many factors, but foremost is the ability for businesses to thrive within the Paso Robles ecosystem and the City’s ability to support these efforts while balancing the needs of the entire community.
This EDSP is meant to be a baseline for the evolution of economic development activities undertaken by the City in collaboration with community partners and stakeholders. It is imperative this document remain “off the shelf” and used to facilitate activities that are intended to achieve the objectives set forth herein. As conditions change and the local economy continues to evolve, so should the activities, action items, and metrics used to achieve the objectives of the City Council and the plan.
Economic Development as a Policy Directive
The City of Paso Robles is a general law city with a "CouncilManager" form of government. The five-member City Council includes four Council members, elected by voters within their respective Districts, and a Mayor elected through an at-large election model. The Council acts as the board of directors of the municipal corporation and meets in a public forum where citizens may participate in the governmental process. The Council passes legislation and sets policy for the City. They also appoint a City Manager who oversees the day-to-day operations of the City and carries out the initiatives and directives of the Council.
In April 2022, the City Council adopted six major goals for Fiscal Years 2022–23 and 2023–24. The goals serve as the policy direction document for City staff and a road map to allocate available resources within the City's budget. Of the six goals established the City Council, the first goal—Economic
Development & Vitality—calls for a variety of initiatives that seek to leverage and protect the City's wine-oriented tourism assets while initiating best-practice strategies to diversify the local economy. This goal includes an action item to develop an updated economic development strategic plan to identify, prioritize, initiate, and measure these efforts. The Economic Development Strategic Plan is the culmination of the planning efforts to implement the policy direction of the City Council for this goal.
Attachment 1
Figure 1: Paso Robles City Council Adopted Goals 2022-2024 Source: City of Paso Robles; Willdan, 2024
Goal 1: Economic Development and Vitality
Attachment 1
Methodology & Approach
To create the EDSP, the Willdan Team, in collaboration with Paso Robles’ Assistant City Manager and Economic Development Manager, undertook a series of market research and stakeholder engagement activities from June 2022 to August 2023.
Outputs that support the EDSP’s recommendations and key initiatives include:
• Information Request and Stakeholder Outreach Tracker
• Demographic Profile
• Economic Base and Workforce Assessment
• Real Estate Market Analysis
• Industrial/Flex/Tech
• Retail/Dining Entertainment
• Lodging/Tourism Infrastructure
• Multifamily Residential
• Business Climate Survey drafted in collaboration with the Paso Robles Wine Country Alliance, Travel Paso, and Paso Robles Chamber of Commerce)
• Economic Development Workshops attended by Wine and
Tourism Business Leaders
• Draft EDSP Recommendations
• Funding and Implementation Plan
A detailed timeline of these activities is provided in Figure 3 on the following page. The EDSP’s broad participatory public engagement and market research process is the basis for the plan’s recommended initiatives. Stakeholder outreach included the City’s following key strategic partners: Paso Robles Wine Country Alliance, Travel Paso, Paso Robles-Templeton Chamber of Commerce, Downtown Main Street Association, Hispanic Business Association, Rotary Club, property owners, and representatives from the real estate development community, amongst others.
Input on the City’s training and education resources was provided by Cuesta College and Cal Poly. A detailed list of stakeholders is provided in Appendix I.
Figure 2: Paso Robles Economic Development Strategic Partners City of Paso Robles
Economic Development Partners
Attachment 1
August
2022
Figure 3: EDSP Timeline and Major Activities
Source: City of Paso Robles; The Metts Group; Willdan, 2024 EDSP
Plan Kick
Off
Economic
Development
Focus Area
Site Visits
Stakeholder
Interviews
Workforce
Development
SWOT
Workshops
Downtown
Association
Placemaking
Workshop
Federal Aviation
Admin
Commercial
Space
Transportation
Conference
Municipal
Airport
Strategic
Plan
Coordination
Draft
EDSP
Review
Work
Sessions
Final City
Council
Presentation
& Adoption
2024
The EDSP’s recommendations for new policies, programs and key initiatives are the result of a broad and participatory public engagement process with:
• Business leaders and strategic
partners in the wine and tourism
industries
• College and university workforce
training providers
• Regional economic development
and housing partners
• Spaceport and Tech Park tenants
EDSP Stakeholder Engagement, Data Collection, Analysis & Consensus Building Process Attachment 1
Stakeholder Input Findings
Figure 4: Real Estate Market Constraints and Opportunities Sector Opportunities Constraints
Retail
• Historic levels for market rents and low vacancy
rates indicate COVID recovery
• Identified target commercial corridors for
strategic investment and revitalization
• High construction/renovation costs
Multifamily
• Substantial demand for a variety of housing
options
• Mixed-use overlay and targeted zoning
amendments help reduce barriers to production
• Housing construction costs, labor and material
shortages, and inflation
• Subsidies required for low- to moderate-income
housing products are limited and highly
competitive
Industrial
• Pent-up demand and existing businesses desire
to expand
• Spaceport development to catalyze growth at
Municipal Airport
• Evolving industry standards for space requirements
(lower ceiling heights, clear span floor plates,
redundant power, and multi-use space co-locating
R&D, labs, office, manufacturing, and distribution)
Commercial
Office • Delivery of Class A office within Spaceport & Tech Park
• Under-performance of office submarket caused by
COVID, costs for highly amenitized spaces, and
inflation
Hotel/Hospitality
• New upscale development within submarket
signal opportunity for boutique product
• Market occupancy growth is climbing, indicating
COVID recovery
• Inflation and costs of travel are lowering consumer
sentiment for tourism
Source: City of Paso Robles; Stakeholder Interviews; CoStar; Esri Business Analyst; The Metts Group; Willdan, 2023-2024 Attachment 1
Figure 5: Summary of Wine & Tourism Industry Stakeholder Input Opportunities
Wine Industry Tourism Industry
• Availability of Workforce Board Mentoring Programs (funds for internships)
• Increased High School recruitment activity (Cal Poly, Cuesta College)
• Industry naturally aligns with STEM job fields
• Paid apprenticeships available that keep local youth within the region and working toward long-term employment
within the industry
• Healthy concentration of mid-to-upscale fine dining
restaurants that attract visitors, businesses, and employees • Opportunity for a shuttle system to move tourists to
various locations across the area (e.g., Santa Barbara Wine Tours & Shuttle Service1
)
• Opportunity for on-site employee housing
• Valuable partnerships with Cal Poly & Cuesta College
• Growth in 4 to 5-star hotel product
• Untapped training and pathways opportunities in the
tourism sector through Paso Robles Culinary Academy
• Abundance of entry-level employment opportunities
• Paso Robles' Quality of Life amenities
• 3-star hotels/small motels provide a trained labor pipeline for larger hotels
• Calls for focused lobbing efforts for regulatory changes to allow for tasting room servers 18 years and older to reduce seasonal labor fluctuations
• Opportunity for on-site employee housing
Shared Challenges
• Lack of regular, reliable, and accessible transportation options (taxi/rideshare) to and from wineries
• Lack of entry-level labor supply
• Untapped custom high school training programs
• Lack of available market rate multifamily housing
• Internship programs are slow to respond to immediate
needs
• Need for improved parking management system
• Rising interest rates and inflation are accelerating wage pressures
1 https://winetours-santabarbara.com/
Source: City of Paso Robles; The Metts Group; Willdan, 2024 Attachment 1
Real Estate Market & Target Industry
Findings
Stakeholder interviews with local brokers and developers focused primarily on their perspectives regarding what the City of Paso Robles can do to catalyze investment and development activity.
Consistent feedback from this targeted engagement revealed that the City of Paso Robles is considered an effective development partner. At the same time, the combination of COVID-19, building labor and materials supply chain disruptions, inflation, and rising interest rates all make development less financially feasible and exponentially riskier to undertake.
Looking back over the past ten years, Paso Robles has experienced slow or no residential building activity accompanied by population in-migration of seasonal residents in the retirement age cohort and displacement of service workers to less expensive housing markets outside of Paso Robles’ city limits.
Paso Robles’ business leaders uniformly identified housing availability and affordability as one of the most challenging constraints to attracting talent to open job opportunities.
Brokers also shared that multifamily, office, retail, and industrial rents have skyrocketed in recent years and continue to climb due to historically low vacancy rates of less than 5%, depending on product type.
Brokers and space users are actively seeking available commercial land and buildings. Maintaining a competitive supply is further challenged by evolving industry standards for space requirements, including lower ceiling heights, clear span floor plates, redundant power, and multi-use space co-located with research and development, labs, office, manufacturing, and distribution.
These market conditions signal pent-up demand in high-value sectors like technology, R&D, and labs according to developers who expressed interest in doing business in Paso Robles.
While stakeholder interviews also validated evidence of pent-up demand, developers noted that new construction is constrained as building costs are at an all-time high due to a variety of factors.
Costs of construction have climbed at a higher pace than corresponding lease and sales revenues, depressing yields.
These factors have substantially increased the risk to investors and developers who, in turn, are looking to City and County zoning and regulatory entities to do all they can to reduce entitlements and permitting time frames.
Attachment 1
Figure 6: Paso Robles’ Target Sector Recommendations
Potential Emerging Important and Requiring
Attention
Priority Growth Industry
Professional Services
Spaceport & Tech Park-related support
services, including:
• Computer systems design services
• Other computer-related services
• Custom computer programming
services
R&D/Testing Labs
• Viticulture
• Manufacturing (Spaceport and
Wine)
Wine
• Packaging
• Wholesalers
• Glass Product Manufacturing
• Trucking
Spaceport-Related Sectors
• Guided Missile Manufacturing
• Space Vehicle Manufacturing
• Search, Detection, Navigation,
Guidance, Aeronautical, and Nautical
System and Instrument Manufacturing
• Aircraft Manufacturing
• Corporate, Subsidiary, and Regional
Managing Offices
• Legal Services (Private Sector)
• Other Electronic Parts and Equipment
Merchant Wholesalers
• Metal Coating, Engraving (except
Jewelry and Silverware), and Allied
Services to Manufacturers
• Electrical Apparatus and Equipment,
Wiring Supplies, and Related
Equipment Merchant Wholesalers
Tourism
• Accommodations & Food
Services-related supplies,
materials, and products
Source: Lightcast.io; The Metts Group, 2023
Attachment 1
Existing Economic Assets & Opportunities
The City of Paso Robles has worked intentionally for more than 20 years to foster a competitive business climate with a track record of yielding positive return on both public and private investment.
The goal of the City’s economic diversification strategy is to build upon the existing wine and tourism sector’s economic base while diversifying the economy with new target sectors located in the Spaceport Innovation & Technology Park. The City’s existing base is founded upon valuable business activity, invested
owners/operators, exceptionally high quality of life amenities, and an innovative City government with a reputation for getting things done.
The following discussion provides the synthesis of the EDSP’s stakeholder interviews, demographic, economic, and real estate market research collected throughout the EDSP’s data collection phase. These findings are organized according to existing and targeted (new) economic development assets and serve as the foundation for the EDSP’s recommended key initiatives.
What Makes Paso Robles
an Investable City?
1 City leadership’s commitment to
innovation and positive business
climate
2 High quality of life and growing
economic base
3 Diversified opportunity sites and
target industries
4 Effective local/regional strategic
partnerships
5 City appetite for public/private
partnerships
Attachment 1
Figure 7: Paso Robles Economic Development Assets
Existing Economic Assets & Opportunities
Economic Base Geographic Focus Areas
• Wine
• Tourism
• Ag/Tech
• Spaceport Industries
• Construction
• Transportation/ Logistics
• Spaceport Innovation & Technology Park
• Downtown Core
• Commercial Centers
• City Gateways
• Multifamily Building Sites
• Hotel/Resort Building Sites
Economic Development Strategic Plan Targets
Investment in New Economic Development Initiatives Facilitated Production of Land & Buildings • Civic Innovation and concierge development services
• Marketing, branding & communications collateral
• Business Retention & Expansion Program
• Workforce development, entrepreneurial networking, and support services
• Market Rate Multifamily Housing
• Upscale Hotel Development
• Industrial Land
• Industrial Tech Incubation Space
Source: City of Paso Robles; The Metts Group; Willdan, 2024 Attachment 1
Geographic Focus Areas
The City’s proposed economic development “focus areas”
represent existing assets with future economic opportunities. The sites or projects reflect diversity across diverse commercial sectors located strategically throughout Paso Robles (Figure 8). These opportunity sites also provide a clear message to developers and property owners that the City has made a proactive policy decision to serve in partnership with the private sector.
The focus areas represent sites or districts that have near-term opportunities for economic growth and, when viewed holistically, provide a snapshot of the EDSP’s recommended priorities.
These focus areas are linked to the Implementation Plan’s key initiatives. Redevelopment/repositioning of existing commercial centers and new development within the Spaceport Innovation & Technology Park would have a significant impact on expanding the tax base and increasing market demand for commercial and residential uses.
Real Estate & Industry Sector Targets
One of the key functions of economic development is to facilitate the creation of competitive real estate products to accommodate businesses, workers, and residents. City Leadership has established targets for commercial, industrial, and residential building stock that were further validated by the EDSP’s market research and are an important component of the recommended key initiatives.
New Economic Development Policies, Programs and
Investments
The City’s existing economic development capacity to attract target sectors and products could be strengthened with
expanded staff capacity, workforce development programs, and business attraction tools.
The following Figure 8: Paso Robles Economic Development Focus Areas provides a current state and location-based snapshot of the EDSP’s linkages to the findings of the market analysis and stakeholder outreach. This current state summary of market conditions and business/industry’s feedback provides a solid starting point for plan implementation with flexibility built into the five-year performance evaluations to allow for changesdriven validation of the plan’s policies and investments.
Attachment 1
Figure 8: Paso Robles Economic Development Focus Areas
Source: City of Paso Robles; ESRI; LandDesign; Willdan, 2024 LEGEND
1 Space Innovation & Technology Park
2 Paso Robles Municipal Airport
3 SR 46 Overcrossing
4 Golden Hills Plaza
5 Woodland Plaza I & II
6 Crossings Plaza
7 Williams Plaza
8 East Village Neighborhood Center
9 Downtown Core
10 North Spring Street Corridor
Attachment 1
II. Implementation Framework
Introduction
Based on the policy directives of the City Council, along with market research, stakeholder feedback, and City staff input, five key initiatives form the basis for the implementation of the EDSP.
The initiatives and related action items provide a prioritized blueprint for City staff to meet economic development objectives over the next five years. Based on industry best-practices, these initiatives communicate a focused, targeted effort to support local businesses, increase the labor pool, and diversify the local economy.
The foundation for implementation of these initiatives is included within the action plan section of this document. The action plan provides defined implementation steps, identifies strategic partners and the resources needed to achieve objectives over the next five years.
Adoption of the Economic Development Strategic Plan will clearly communicate to investors and developers that the City is proactively facilitating public infrastructure investments, multifamily housing development, and new business activity in Paso Robles.
The recommendations supporting each proposed initiative will also market the City as a pro-business development partner who will provide clarity throughout the development process, thereby reducing risk and time during entitlements and construction.
The implementation timeline indicates the start year and duration of proposed activities. These targets and time frames are subject to change as the City’s economic development priorities evolve over the life of the Implementation Plan. The proposed action Economic Development Action Plan
1.0 Civic Innovation Initiative
2.0 Business Retention & Expansion
Program
3.0 Workforce Development
Partnership Program
4.0 Placemaking & Infrastructure
Program
5.0 Multifamily Rental Accelerator
Program
Attachment 1
steps will be reevaluated on an annual basis according to funding availability as determined by the City’s established budget cycles.
Following the action plan, performance metric recommendations are presented in the form of a monitoring and reporting tool for City staff to use from year to year to inform annual refinements to the funding plan.
The abbreviations below provide a key for decoding the Action Plan’s “Implementation Partners” in the summary EDSP Action Plan detailed on the following pages.
Table 1: Implementation Partners (Key to Action Pan)
Admin Services City of Paso Robles Administrative Services (Finance) PRTCC Paso Robles/Templeton Chamber of Commerce Airport Paso Robles Municipal Airport PW City of Paso Robles Public Works CALED California Association of Local Economic Developers PRWCA Paso Robles Wine Country Alliance CalTrans California Department of Transportation REACH Regional Economic Action Coalition CAPSLO Community Action Partnership of San Luis Obispo Rec Services City of Paso Robles Recreation Services CMO City Manager's Office SBDC Small Business Development Centers ComDev Community Development SCORE Service Corps of Retired Executives Cuesta Cuesta College SLO San Luis Obispo
EDA U.S. Economic Development Administration SLO CAL Careers Workforce Development Board of San Luis Obispo HBA Hispanic Business Association SLOCOG San Luis Obispo Council of Governments IT City of Paso Robles Information Technology Sunstone Sunstone Management MCSC/WBC Mission Community Services/ Women's Business Center SVEN Silicon Valley Executive Network DT Main Street Downtown Paso Robles Main Street Association Travel Paso Travel Paso North County COC North County Chambers of Commerce
Source: City of Paso Robles; 2024
Attachment 1
EDSP Action Plan
1 Implementation Partners: If cell is blank, action step will be managed solely by the Economic Development Manager with support provided by City staff as needed. 2 Proposed EDSP Implementation Plan policies, programs, investments, start date, and duration are subject to change according to availability of City of Paso funding.
The City of Paso Robles is investing in fostering a culture of innovation across all City departments through new and inclusive training opportunities, pilot programs, and leading by example.
To extend this culture to outward-facing communications with property and business owner, investors, and developers, it is recommended that the City establish a dedicated permitting and development center in City Hall. This investment will create a more efficient, professional space in which to conduct business. This investment will also support the provision of “concierge” general development services as the foundation of the City’s focused economic development strategy.
Year 1 Year 2 Year 3 Year 4 Year 5
1.1 Establish a City Innovation Fund CMO
Create a pipeline for innovation within the City organization CMO Fund pilot ideas that City staff bring forward through a competitive application process CMO
1.2 Form City Staff "Innovation Team" with cross-departmental functionalities CMO
Implement innovative solutions that address goals, priorities and challenges CMO
1.3 Explore establishing a modern permitting and development center in City Hall CMO, ComDev
Convene interdisciplinary working group to explore potential costs and implementation timeframe CMO
1.0 Civic Innovation Initiative Implementation Partners1 Implementation Timeframe2 Attachment 1
EDSP Action Plan
Committing to undertaking an annual Business Climate Survey will strengthen the City’s relationships with business leaders and strategic partners by creating a fluid feedback loop with accountabilities for Rapid Business Assistance follow up. Launching a new Business Attraction Strategy will provide agency to the City’s economic development functions – a critical success factor for diversification of the City’s economic base.
Year 1 Year 2 Year 3 Year 4 Year 5
2.1 Develop marketing, branding & communications
collateral/tools
Procure consumer data platform access
Develop tracking and reporting dashboard
Create "Pick Paso" pitch kit, standalone ED web site, and trade show booth materials ComDev, IT
Create annual Paso Robles Market Guide
Integrate multifamily construction activity data ComDev Publicize local ED success stories and profiles via video/social media CMO
2.2 Establish formal Business Retention & Expansion ("BRE") Program PRTCC, Travel Paso, PRWCA, DT Main Street
Form BRE Program Working Group with strategic partners and business leaders PRTCC, Travel Paso, PRWCA, DT Main Street Conduct annual Business Climate Survey in collaboration with strategic partners PRTCC, Travel Paso, PRWCA, DT Main Street Conduct Business Climate Survey Follow Up, Findings, and Debrief PRTCC, Travel Paso, PRWCA, DT Main Street
Create BRE target/opportunity list
Host annual Economic Development Summit event GoBiz, REACH, PRTCC Establish Rapid Response Business Assistance Program PRTCC, SBDC
2.0 Business Retention & Expansion Program Implementation Partners Implementation Timeframe
Attachment 1
EDSP Action Plan
Scaling the new BRE Program to include scheduled activities focused on entrepreneurial networking, mentoring, and business incubation in partnership with Cal Poly, Cuesta College, SCORE, SVEN, and Sunstone will immediately address opportunities and weaknesses identified by stakeholders in the Economic Development SWOT Workshops. Together with intentional investments in civic innovation and tourism infrastructure, focusing City resources on BRE activities will demonstrate that the City is committed to protecting the City’s existing economic base while expanding the tax base through increased TOT tax revenue.
Year 1 Year 2 Year 3 Year 4 Year 5
2.3 Launch Communications & Business Attraction Strategy Implement Spaceport & Tech Park Development Strategy Airport, Cal Poly, ComDev, REACH, CA STEP Participate in target industry trade shows/conferences Chamber, REACH Conduct local consumer needs and wants survey (Citywide and Focus Areas) Chamber, MS, HBA
Hold Paso Robles Economy Engagement Sessions CALED, GoBiz, EDA
2.4 Launch Offsite Tourism Infrastructure Cost Sharing
Program
Travel Paso
Conduct feasibility study for offsite infrastructure cost sharing program for major hotel, event, and tourism related projects CMO, ComDev, Admin Services, TP, Chamber
Initiate Event Center/Conference Center Feasibility and Funding Study ComDev, CMO, TP, Chamber
2.0 Business Retention & Expansion Program Implementation Partners Implementation Timeframe
Attachment 1
EDSP Action Plan
Year 1 Year 2 Year 3 Year 4 Year 5
2.5 Implement Commercial Center Revitalization Strategy Undertake outreach to the owner/operators of the Shopping Centers identified in the Economic Development Focus Areas ComDev Maintain an inventory of shopping centers with redevelopment potential
Integrate commercial center targets into annual BRE Program activities
2.0 Business Retention & Expansion Program Implementation Partners Implementation Timeframe
Including a strategy focused on commercial center revitalization is another example of an initiative that will both protect Paso Robles’ existing tax base while also investing in attracting new residents and businesses.
Neighborhood-serving retail that provides convenient access to goods and services needed for daily living is an invaluable quality of life asset. Some of the City’s commercial plazas are aging and could benefit from upgrades to signage and amenities. Other centers located on commercial corridors zoned for mixed-use development are in the path of future redevelopment that would benefit from sustained owner/broker/developer outreach to produce the highest and best use of the space. Paso Robles has a role in supporting these retail centers to ensure that the City remains competitive with other locations in the region.
Attachment 1
EDSP Action Plan
`
Year 1 Year 2 Year 3 Year 4 Year 5
3.1 Expand Workforce Development Pathways &
Apprenticeship Programs
Explore and establish Pathways Program Partnerships with Educational Institutions, Businesses & Workforce Board Cuesta, SLO Partners, SLO CAL Careers Market occupation certification and apprenticeship partnerships with Local Universities/Community Colleges with initial focus on trades in demand (i.e., plumbers and pipefitters)
Cuesta, SLO Partners, SLO CAL Careers
Co-Sponsor education and training workshops for Small, Womenowned, Minority and Disadvantaged Business Entities MCSC/WBC, HBA
3.2 Engage and support an Entrepreneurial Networking and Mentoring Program
CalPoly, Cuesta College, SCORE, SVEN,
Sunstone
Engage Existing Incubator Programs Cuesta College, Cal Poly Establish a North County Tech Working Group REACH, Cal Poly, North County COC, PRTCC
3.0 Workforce Development & Entrepreneurship
Program Implementation Partners
Implementation Timeframe
City investment in and facilitation of creative and nimble workforce development assets is considered a core competency of any effective economic development organization.
Business leaders and strategic partners across the wine, tourism, and innovation technology industries clearly communicated the need for enhanced workforce development offerings to better compete in the regional market and advance the City’s ambitious economic diversification goals.
Attachment 1
EDSP Action Plan
Year 1 Year 2 Year 3 Year 4 Year 5
3.3 Implement the Lowe Foundation's "Economic Gardening Program" in Paso Robles Cuesta, SLO Partners, SLO CAL Careers Participate in National Center for Economic Gardening Program certification training
Link program resources to Entrepreneurial Networking and Mentoring activities Cuesta, SLO Partners, SLO CAL Careers
3.4 Develop a Childcare Provider Development Program
Inventory supply and indicators of demand
Survey regional partners to identify creative regional models and training/funding resources HBA, CAPSLO, ComDev
Establish a Childcare Provider Pathways Program to facilitate funding, permitting, licensing and training
3.0 Workforce Development & Entrepreneurship
Program Implementation Partners
Implementation Timeframe
Economic gardening is an economic development model that embraces the fundamental idea that entrepreneurs drive local economies. The Ewing Kaufman Foundation created a program to train local economic development managers to integrate economic gardening principles into entrepreneurship programs.
Business leaders and strategic partners across the wine, tourism, and innovation technology industries identified a gap in childcare facilities. The City has decided to take the lead in facilitating further study of supply and demand, along with barriers to facility development with a long-term vision with the objective to facilitate increased childcare opportunities in the north county region.
Attachment 1
EDSP Action Plan
Year 1 Year 2 Year 3 Year 4 Year 5
4.1 Implement Gateway Beautification & Infrastructure
Improvement Program
CalTrans, CMO, ComDev, PW, Airport, PRWCA,
TP, SLOCOG
Implement gateway improvements:
US 101 Northern Gateway Monument CalTrans, CMO, ComDev, TP, SLOCOG US 101 Southern Gateway Monument CalTrans, CMO, ComDev, TP, SLOCOG Paso Robles Street at Offramp ComDev, PW, Utilities
Paso Robles Street at 13th Street ComDev, PW, Utilities SR 46 East Gateway Monument CMO, ComDev, PW, CalTrans, SLOCOG SR 46 East Black Oak Monument CMO, ComDev, PW, CalTrans SR 46 West Gateway Monument CMO, ComDev, PW, CalTrans
Paso Robles Train Station Airport, Cal Poly, CMO, Amtrak, PW, TP, PRWCA
Paso Robles Municipal Airport Airport, Cal Poly, CMO, Amtrak, PW, TP, PRWCA
Increase investments in local road maintenance program ComDev, PW, Utilities Capital improvement program alignment analysis CMO, Admin Services
4.2 Implement Downtown Placemaking Pilot Projects
Downtown Lighting Plan Review
Paso Robles Street Improvements
Railroad Street Plan Improvements
Downtown Alley Activation Strategy (Norma's Alley)
City Park Gathering Circle Plan
Public Art & Murals Program
Reconvene City's Outdoor Dining Working Group
4.0 Placemaking & Infrastructure Program Implementation Partners Implementation Timeframe
Main Street, PRTCC, Travel Paso, ComDev, PW,
Rec Svcs
City investment in placemaking infrastructure is the greatest “low hanging fruit” opportunity in the proposed EDSP. Several lowcapital/high visual impact improvements can be made in the near-term that serve cross-cutting purposes. Not only will adoption of a new Placemaking & Infrastructure Program support the Downtown Core through improved lighting, wayfinding, and sense of place, this targeted investment will also achieve important City branding objectives and business attraction activity. Together with previously planned roadway and gateway improvements, this program will communicate the City’s intentional investments in the public realm.
Attachment 1
EDSP Action Plan
Source: City of Paso Robles; Paso Robles Wine Country Alliance; Travel Paso; Paso Robles Downtown Association; CalPoly; Cuesta College; The Metts Group; Willdan, 2024
Year 1 Year 2 Year 3 Year 4 Year 5
5.1 Establish Workforce Housing and General Development Engagement Program
Convene a staff working group with ComDev and Public Works to create and implement a new "Concierge Development Services Program"
ComDev, Admin Services, CMO, PW
Evaluate a mixed-use overlay and targeted zoning amendments to reduce barriers to multifamily housing construction
5.2 Leverage regional housing partnership opportunities SLO Actively participate in implementation of SLOCAL's regional housing and transportation plan
5.3 Widely publicize the City’s expanded housing portfolio Track multifamily rental development and report metrics through ongoing communications and business attraction
activities
5.4 Onboard dedicated staff resources
Onboard a staff resource shared with Community Development to support the Workforce Housing and General Engagement Program and the Citywide Commercial Revitalization Strategy
5.0 Multifamily Accelerator Program Implementation Partners Implementation Timeframe
City Council Adopted Goals 2022-2024 established Goal 3: Housing and Homelessness to address a critical shortage of the supply ranging from very low income to market rate “workforce” housing product.
Attachment 1
Estimated Implementation Costs
The total estimated five-year cost to implement the proposed EDSP is $1.5 million, with most of the estimated costs associated with establishing a formal Business Retention and Expansion Program and funding the proposed Placemaking Infrastructure Program.
This figure is intended to augment or supplement the existing economic development budget. This plan does not propose to reduce or eliminate funding for any programs or contributions that are currently allocated within the Economic Development department budget.
The remaining costs are related to operating expenditures like training, marketing and event promotion, data licenses, and participation in conferences and trade shows.
The proposed costs take into consideration the need to augment existing staff in future years of the plan. However, additional work is needed to further define the job title, description, and salary range for a new full-time position based upon the objectives and work assignments at the time the position is proposed to be added (year 3).
The cost estimates will be further refined on an annual basis throughout the life of the EDSP based on:
• Findings of the performance metrics update
• The fiscal capacity of the City to allocate additional discretionary funding to the program is based on projected economic conditions
• Leveraging of external funding sources through grants and partnerships
• Response to local economic trends, business needs and City Council priorities.
Refer to Table 2 on the following pages for detailed cost assumptions.
Attachment 1
Table 2: Estimated EDSP Implementation Costs, FY 2024 / 25 – FY 2028 / 29 Year 1 Year 2 Year 3 Year 4 Year 5 Total Description of Potential Funding Needs1
2024 2025 2026 2027 2028 Cost
1.0 Civic Innovation Initiative
Capital $- $- $- $- $- $- Civic Innovation Fund for staff-initiated pilot projects and training,
entrepreneurship incubation activities. Operating 20,000 20,000 25,000 30,000 30,000 $125,000 Staffing2 - - - - -
Subtotal $20,000 $20,000 $25,000 $30,000 $30,000 $125,000
2.0 Business Retention & Expansion Program
Capital $- $- $- $- $- $- Event co-sponsorships with key strategic partners, annual Business Climate
Survey, workforce training programs,
conference and trade show
participation, marketing and
communications, contract staff support,
data collection and tools.
Operating 100,000 150,000 175,000 175,000 175,000 775,000 Staffing2 - - 1 FTE - -
Subtotal $100,000 $150,000 $175,000 $175,000 $175,000 $775,000 1 Potential funding costs are planning factors subject to change according to City of Paso Robles' priorities and funding availability. Figures are rounded to reflect estimates.
2 Staffing costs to be determined according to City Council approval of future budget requests.
Source: City of Paso Robles, CA; Willdan, 2024
Attachment 1
Estimated EDSP Implementation Costs, Continued
3.0 Workforce Development Partnership Program
Capital $- $- $- $- $- $- Co-sponsor incubation events/programs to support a “Spaceport Learning &
Implementation Lab” at the Municipal
Airport's Micro Propulsion Systems Testing
Site with tech-based stakeholders
Operating 10,000 10,000 25,000 25,000 25,000 95,000
Staffing - - - - -
Subtotal $10,000 $10,000 $25,000 $25,000 $25,000 $95,000
4.0 Placemaking & Infrastructure Program
Capital $50,000 $75,000 $100,000 $100,000 $100,000 $425,000 Gateway improvements, Downtown
Placemaking, Municipal Airport signage and
landscaping. Note: Lighting improvement
costs accounted for in existing General
Fund Budget.
Operating - - - - - -
Staffing - - - - - -
Subtotal $50,000 $75,000 $100,000 $100,000 $100,000 $425,000 1 Potential funding costs are planning factors subject to change according to City of Paso Robles' priorities and funding availability. Figures are rounded to reflect estimates.
2 Staffing costs to be determined according to City Council approval of future budget requests.
Source: City of Paso Robles, CA; Willdan, 2024
Attachment 1
Estimated EDSP Implementation Costs, Continued
5.0 Multifamily Accelerator Program
Capital $- $- $- $- $- $- Target industry event cosponsorship, developer engagement, economic
development focus areas
summit, Brownfields conference
participation.
Operating 10,000 10,000 20,000 20,000 20,000 80,000
Staffing - - - - - - 1 FTE accounted for in 2.0 BRE
Program will also provide
Subtotal $10,000 $10,000 $20,000 $20,000 $20,000 $80,000 Developer outreach support.
Total Economic Development Strategic Plan Implementation Capital $50,000 $75,000 $100,000 $100,000 $100,000 $425,000 Operating $140,000 $190,000 $245,000 $250,000 $250,000 $1,075,000 Staffing $- $- $- $- $-
Total 190,000 265,000 345,000 350,000 350,000 1,500,000 Cumulative 5-Year
Costs $190,000 $455,000 $800,000 $1,150,000 $1,500,000
1 Potential funding costs are planning factors subject to change according to City of Paso Robles' priorities and funding availability; figures are rounded to reflect estimates.
2 Staffing costs to be determined according to City Council approval of future budget requests.
Source: City of Paso Robles, CA; Willdan, 2024
Attachment 1
Potential Funding Sources
The following Table 3 provides a description of existing and potential sources of funds to activate the plan, including:
• SB 1090 Funds
• General Fund
• Regional Partnerships
• State & Federal Grants
For the first year, it is recommended the City utilize any remaining Senate Bill 1090 funds to seed the various initiatives and action items contained within the plan. These funds were allocated to the City in 2018 due to the pending closure of the Diablo Canyon Power Plant and must be used for qualified economic development activity.
Following Year 1, City discretionary funds (General Fund) are anticipated for future year funding, absent receipt of outside grants or partnerships within community organizations.
All proposed funding shown in years 2 through 5 are for planning purposes only. Appropriation of future funding for this plan is dependent on fiscal circumstances and City Council approval.
In addition to the funding sources outlined in Table 3, this plan will rely on the collaboration and "in kind" contributions of City staff time and resources to achieve the key initiatives.
The Office of the City Manager should proactively direct existing staff resources to expand ongoing State and Federal grant writing efforts to pursue a wide range of infrastructure and placemaking funding opportunities. These existing internal resources could be diversified to target grants that would support implementation of the EDSP (e.g., Arts in America or Kresge Foundation placemaking grants, Federal Transit Authority funds for multimodal
improvements).
Total estimated funding figures are rounded to reflect order-ofmagnitude estimates and are subject to change according to funding availability.
A detailed programmatic overview of the Action Plan initiatives follows the implementation costs and funding plan. The
economic development validation for each recommendation is profiled according to existing conditions, followed by desired outcomes that are linked to the City Council’s Goals 2022-2024.
Attachment 1
Table 3: Proposed EDSP Sources & Uses of Funding
Source: City of Paso Robles; Willdan, 2024
Funding Source Eligible Expenditures Uses of Funding
SB 1090
SB 1090 funds are legally mandated to be spent on eligible economic development activities only. All expenditures
proposed within this plan utilizing these funds are eligible.
Funds are proposed to activate all elements of additional economic development activities in year 1. This work
predominately focuses on establishing a business retention and attraction program, developing marketing assets
General Fund
The City's General Fund is discretionary, and funds typically can be allocated by the City Council to almost any type of operations, service, or project.
The entirety of the plan for years two through five may be funded by General Fund dollars, absent receipt of external funding to offset costs. Typically, funding economic
development activities results in additional development and investment within a community, which in turn increases
General Fund and other revenues to the City. Funding for years 2 - 5 are subject to fiscal conditions and City Council approval.
Regional
Partnerships
Eligible expenditures will be dependent on project objectives, funding source, partnership structure and other
requirements. Regional Partners include San Luis Obispo County, REACH, Travel Paso, Paso Robles Wine Country
Alliance, Chamber of Commerce, Main Street Association, Hispanic Business Association, Cal Poly San Luis Obispo, Cuesta College, Paso Robles Joint Unified School District, military installations, other cities, and others as determined.
Uses of funding will be dependent on specific objectives of partnerships, funding sources, and project type. It is
recommended the City leverage these partnerships to focus on one-time capital funding for gateway, placemaking, marketing and major infrastructure projects that will result in economic development and tax base growth.
State & Federal
Grants To Be Determined (Ongoing)
State and federal grant funding is typically allocated across a broad spectrum of programs, project categories, and
geographic subsets. The City can leverage these funds based on availability and nexus to the economic development
implementation plan and major capital project needs. The City utilizes a third-party grant writer to assist in identifying and applying for these grants.
Attachment 1
III. Implementation Recommendations
1.0 Civic Innovation Initiative
Existing Conditions
As Paso Robles takes significant steps to establish a space innovation and technology park, the City seeks to position itself as an innovative beacon within the region.
Existing and new opportunities exist to grow, attract, and retain STEM-based entrepreneurs and companies within Paso Robles.
A further opportunity exists to empower City staff to bring forward innovative solutions to address community priorities and needs through leveraging strategic partnerships, encouraging employees to bring innovative ideas forward and reducing barriers for companies looking to test products in a real-world environment.
Paso Robles can position itself as an innovation hub of the region.
This objective helps the City achieve its goals related to attracting head of household-type jobs, as well as diversification of the local economy.
Action Plan Initiatives
1.0 Civic Innovation Initiative
1.1 Establish a City Innovation Fund
1.2 Form City Staff "Innovation Team" with crossdepartmental functionalities
1.3 Explore establishing a modern permitting and
development center in City Hall
1.1 Establish a City Innovation Fund
It is recommended that the City Council approve funding to establish an innovation fund as part of the FY 24-25 budget cycle.
The fund will be used to pilot ideas that City staff bring forward that seek to implement innovative solutions that address City Council goals, community priorities and department challenges.
The main objective of the fund is to create a pipeline for innovation within the organization. The innovation funds will pilot and support programs and projects through a competitive application process to be established and facilitated by City staff. The innovation fund is not meant to support ongoing funding requests or full-time staff, but to fund one-time pilot projects that are limited in scope and scale.
Attachment 1
1.2 Form City Staff "Innovation Team" with crossdepartmental functionalities Through participation and engagement, the City should seek opportunities to bring innovative ideas to life within Paso Robles through site selection assistance, permitting assistance, and promotion of an ecosystem that allows for the piloting of innovative ideas in real-world settings.
Staff should connect with individuals and start-ups that align with the City’s broader economic development objectives. For example, exploring the potential to manage organic biomass waste (e.g., wastewater biosolids, food and yard waste) with the intention of generating renewable biogas energy such as electric, renewable natural gas, and green hydrogen.
1.3 Explore establishing a modern permitting and
development center in City Hall
To improve the experience of developers and businesses
conducting business at City Hall, it is recommended that the City convene a multidisciplinary staff working group to explore minor remodeling of City Hall to accommodate a modern permitting and development center within the next five years.
The current space does not adequately accommodate permitting counter review for complex plans or meeting space for
negotiations with investors, developers, and builders. The look and feel of professional local government office space directly shapes the opinions of decision makers about the prospect of investing in a city.
Beyond perceptions, the City should look ahead to the anticipated volume of projects envisioned by full buildout of the Spaceport Innovation & Technology Park and expand existing capacity accordingly.
Figure 9: City Permitting and Development Center – Existing Conditions Source: City of Paso Robles, 2024
Attachment 1
2.0 Business Retention & Expansion Program
Existing Conditions
To achieve the City Council’s economic diversification goals, there is a need to expand the resources and tools that drive the City of Paso Robles’ existing economic development functions.
As a key element of any EDSP, the City of Paso Robles lacks a formal Business Retention & Expansion (BRE) program and comprehensive suite of branded marketing materials.
Implementation of a BRE Program with a focus on new business attraction activities will require investment of staff time and other resources in proactive outreach and the creation of important City marketing, branding, and communications collateral.
Workforce development capabilities are an important element of any BRE Program. While the City of Paso Robles has developed productive strategic partnerships with the Wine Alliance, Travel Paso, Chamber of Commerce, and Main Street Association, there is opportunity to further strengthen the City’s value proposition to
investors/developers/operators by formalizing those partnerships with custom training programs on demand.
Action Plan Initiatives
2.0 Business Retention & Expansion Program
2.1 Develop Marketing, Branding & Communications
Collateral/Tools
2.2 Establish a Formal Business Retention &
Expansion ("BRE") Program
2.3 Launch Communications & Business Outreach
Strategy
2.4 Implement Tourism Infrastructure Development
Strategy
2.5 Implement Commercial Revitalization Strategy
2.1 Develop Marketing, Branding & Communications
Collateral/Tools
The City lacks an integrated, branded suite of marketing and communication materials to support economic development activities. Allocating resources to fully develop these assets is essential to activate most elements of the EDSP implementation plan.
Establishing these assets is in direct alignment with other City Council goals that seek to improve communication between the City and its stakeholders. The following is a sample of best-practice marketing, branding, and communications action steps the City should undertake as part of this plan:
Attachment 1
• Procure consumer data platform access
• Develop tracking and reporting dashboard (infographics) • Develop brand guidelines and standards around a “call to action” phrase
• Develop a standalone economic development web site
• Create a branded pitch kit for prospective business owners, developers, and investors
• Create a branded market overview video highlighting key attributes, vision, and opportunities within the City
• Create a Pick Paso video series highlighting business success stories, key partnerships, and the voices of market advocates • Create annual Paso Robles Market Guide
• Utilize metric dashboard to keep all stakeholders apprised of ongoing economic development activities
• Emphasize the City's focus on affordable and workforce housing efforts as part of the communications plan
Paso Robles will benefit from investment in critical digital tools going forward for several reasons. Beyond measuring the delta of development and business formation activity, the City can concentrate resources on the methods that work best.
It is recommended that the City adopt a formal Visibility, Marketing, and Branding Strategy to create brand standards and consistency across all City media platforms, including websites and social media.
2.2 Establish a Formal Business Retention & Expansion
("BRE") Program
The purpose of a Business Retention & Expansion (BRE) Program is to identify local businesses' existing and anticipated needs and address those needs through coordinated resources, partnerships, and tools.
The City’s future BRE Program action steps should include:
• Forming a BRE Program Working Group with strategic partners and business leaders
• Conducting an annual Business Climate Survey in collaboration with strategic partners
• Creating a BRE target/opportunity list
• Hosting annual Economic Development Summit events
• Establishing a Rapid Response Business Assistance Program • Operating a small working group focused on identifying and resolving critical business needs
• Facilitating workforce training and pathways certification programs
• Monitoring and reporting progress against baseline data and performance metrics.
Attachment 1
Working Group Activities
Successful BRE Programs require strong strategic partnerships in the community. It is recommended that the City establish a small BRE working group comprised of key members of the business
community including those to be identified after the EDSP is adopted.
The working group should review the findings of the Economic Development Strategic Plan’s needs assessment to inform ongoing outreach to the business community. This group should be responsible for conducting triage on critical business needs, identifying solutions, and scheduling timely follow-up visits to confirm resolution of issues.
As an initial step, the working group should decide upon an organizational structure for future business outreach efforts (either entirely in-house, managed by a consultant team, or a hybrid of the two) and then create a shared schedule to monitor and report on the findings from business retention needs/trends, inbound business startup or relocation leads, and BRE Program successes (new business formations, jobs created, private investment dollars, or other wins).
The focus of the Working Group should be on collaboration and networking to address critical business needs related to:
• Business and construction
permitting/licensing
• Export assistance
• Infrastructure
• Financing and non-financial
incentive
• Land and buildings
• Marketing and branding
• Retail inventory and
technical assistance
• Access to Utilities (water,
sewer, refuse, electricity, gas,
etc.)
• Talent attraction
• Workforce training
• Retraining/Entrepreneurial
Business Development
Business Climate Survey & Follow Up
As part of the EDSP process, the City and consultants engaged local business leaders in two economic development SWOT workshops.
Following this feedback, a draft Business Climate Survey was prepared, tailored to the most pressing business needs of the wine and tourism industries.
The survey has been vetted by workshop participants and is ready for distribution in Fall 2024 through members of the Paso Robles Wine Country Alliance and Travel Paso. This survey represents one of the first formal outreach touchpoints established by adoption of the proposed BRE Program.
The Economic Development Manager should prioritize following up on the results of the annual Business Climate Survey. Any reported Attachment 1
obstacles and challenges should be entered into a shared project management system, for coordinated follow-up. These activities should be assigned to staff with a sense of urgency and accountability.
As the City repeats the business climate survey year to year, the process will generate valuable data to evaluate performance metrics.
Transparent reporting on the City’s economic development performance metrics will create valuable messaging and goodwill for investors, developers, businesses, and their employees.
2.3 Launch Communications & Business Outreach
Strategy
Communications & Outreach
The City of Paso Robles has a tremendous toolbox of visually appealing assets and intriguing business success stories. The City has an opportunity to leverage these assets to reach business owners, investors and developers that are either unaware of Paso Robles or in need of qualitative information to supplement data.
To raise the profile of Paso Robles’ target sector opportunities, the Economic Development Manager should link the BRE program’s communications and outreach activities to business attraction efforts. This will require a multi-channel approach to reach the City’s target sectors, including:
• Spaceport and Innovation Technology Park
• Wine/Tourism
• Hotel/Lodging
• Market Rate Multifamily Residential
• Retail
Connecting with stakeholders in each of these real estate sectors will require focused scheduling and timely follow up. It is recommended that the Economic Development Manager maintain an outreach tracker updated on a routine basis.
Business Attraction Activities
The Economic Development Manager should focus their near-term business attraction activities on:
• Outward facing engagement such as organizing real estate redevelopment and/or industrial developer and operator
consortiums hosted by the City.
• Target industry trade shows/conferences to network and draw attention to the City’s Economic Development Focus Areas.
As the Spaceport & Tech Park buildout advances, these events will provide in-person exchanges about Paso Robles’ success stories. This visibility will have a profound impact on regional recognition of the City’s progress towards development goals and positive experience of doing business with the City.
Attachment 1
2.4 Launch Offsite Tourism Infrastructure Cost Sharing
Program
To accelerate the production of new hotel offerings, the City should identify opportunities to engage private development partners in a City-funded offsite infrastructure cost sharing program for major hotel, event, and tourism related projects. This could include roadway improvements, landscaping, or other offsite support to be determined on a case-by-case basis. To start planning on a longerterm, larger-scale tourism support initiative, the City should consider initiating an Event Center/Conference Center Feasibility and Funding Study.
2.5 Implement Commercial Vitality Strategy
It is recommended that the City implement a citywide commercial revitalization strategy focused on owner/operator outreach for the commercial centers identified in the Economic Development Focus Areas including:
• Golden Hills Plaza
• Woodland Plaza I & II
• Crossings Plaza
• North Spring Street
Corridor
• Williams Plaza
• Food 4 Less Shopping
Center
2 https://www.icsc.com/attend-and-learn/events/details/local-northerncalifornia-august-2023 Establishing productive working relationships between City Economic Development staff and center owner/operators can facilitate urban infill redevelopment over the long term. These relationships will also connect City staff to trending issues in the local, regional, and broader commercial center market.
An important first step in preparing for the outreach process is for the City’s designated retail outreach manager to routinely participate in local/regional retail networking events like the International Council of Shopping Centers to identify retailer prospects.2 As a mid-to-long term recommendation, the City should undertake a commercial inventory of retail centers identified in the Economic Development Focus Areas. This process will create a communications channel for flagging retail closures and directing retail business interest to available properties. This activity will also create personal relationships between the Economic Development Manager and property owners, owner representatives, and tenants.
Attachment 1
3.0 Workforce Development &
Entrepreneurship Program
Existing Conditions
Industry best practices call for workforce development and entrepreneurial ecosystem support to be the foundation of any business attraction strategy. The City of Paso Robles has established strategic partnerships with several of the region’s workforce development providers. However, feedback provided by business leaders and stakeholders throughout the EDSP process validates the need to improve existing workforce development program offerings across all target sectors.
In particular, the wine and tourism industries communicated an immediate need for life skills and technical training programs.
Evaluation of Paso Robles’ existing entrepreneurial business development activities revealed that the City is in the process of formalizing an ecosystem that allows for the fast flow of talent, information, and resources to support entrepreneurs at each stage of growth. There are several new partnerships and programs that will require staff time and attention over a sustained timeframe to achieve fully operationalized results.
Investment in a new Workforce Development and
Entrepreneurship Program will demonstrate the City’s
commitment to existing businesses in need of a reliable and qualified labor force. It also provides an unprecedented opportunity to formalize Paso Robles’ rapidly expanding entrepreneurial ecosystem with dedicated resources and regional partnerships focused on Spaceport Innovation & Technology Park users.
A related critical workforce need is access to convenient and affordable childcare. As part of the Workforce Development Program, it is recommended that the City of Paso Robles dedicate resources to better define current gaps in supply and partner with Paso Robles stakeholder organizations to facilitate new childcare provider business development within the local economy.
Figure 10: Cal Poly K-20 Space Technology Pathways Program in Paso Robles
Attachment 1
Action Plan Initiatives
3.0 Workforce Development & Entrepreneurship
Program
3.1 Expand Workforce Development Pathways &
Apprenticeship Programs
3.2 Engage and Support an Entrepreneurial
Networking and Mentoring Program
3.3 Explore implementation of an Economic
Gardening Program
3.4 Develop a Childcare Provider Development
Program
3.1 Expand Workforce Development & Pathways
Apprenticeship Program
Comprehensive stakeholder engagement sessions identified workforce development as a key priority to maintaining a vibrant local economy.
Stakeholders noted the time and resources it takes to onboard, train, and retain employees across a spectrum of trades and industries. Stakeholders also lamented the lack of comprehensive workforce development and apprenticeship programs available in the Paso Robles area to assist in supporting local businesses.
A more robust workforce development ecosystem within Paso Robles has the potential to insulate existing businesses from employee turnover, support additional businesses by expanding the pool of qualified workforce, and provide skillsets necessary to diversify the local economy.
Figure 11: Regional Workforce Development Partners
Source: City of Paso Robles, 2023
While it is not traditionally the role of local government to administer workforce training programs, the City is in a strong Attachment 1
position to advocate for existing programs delivered elsewhere in the region be brought to Paso Robles. By demonstrating the need for these services, the City should be able to expedite the implementation of those programs in Paso Robles.
As a timely next step, it is recommended that the Economic Development Manager spearhead the rollout of the following programs currently in demand by area businesses:
• In partnership with Cuesta College, Cal Poly, businesses, and the San Luis Obispo County Workforce Board,
strengthen existing Pathways Programs and create new
custom programs to diversify offerings related to Paso
Robles’ new sectors
• In partnership with local business leaders, create and market a Life Skills Training Program geared towards the wine, hospitality, and technology industries
• Market occupation certification and apprenticeship
partnerships with Local Universities/Community Colleges with initial focus on trades in demand (e.g., plumbers and pipefitters)
• Together with MCSC/WBC, Hispanic Business Association, Co-Sponsor education and training workshops for Small,
Women-owned, Minority and Disadvantaged Business
Entities
Examples of local workforce development and pathways program activities within the City are available from the Paso Robles & Templeton Chamber of Commerce website.
The Cal Poly K-20 Space Technology Pathways Program in Paso Robles is an important new resource that will link the K-12, Cuesta College, and Cal Poly systems to Spaceport Innovation & Technology Park users. It can be connected to other support systems, such as the proposed Economic Gardening Program.
3.2 Engage and Support an Entrepreneurial
Networking and Mentoring Program
Paso Robles is in a regional entrepreneurial ecosystem with established business incubation resources and market demand for such activities generated by the abundant supply of highquality educational institutions.
In collaboration with REACH, Cuesta College, Cal Poly, the Chamber of Commerce, and local stakeholders, the City should establish a working group to advise the City on the challenges and needs associated with the City seeking to establish a tech innovation park.
Attachment 1
The City Council is very interested in leveraging the City’s location and assets to draw high paying jobs across a diverse cross-section of tech-related industries. The City has established the vision for this objective but should begin to evaluate what private sector and community partners need in order to move the vision to reality.
This advisory body will provide expertise to assist/support staff in developing an inventory of technology-related resources. This entity will advise the Paso Robles Economic Development Manager in developing an operating framework to scale partnerships with established programs within the region, such as:
• Business and Entrepreneurship Center at Cuesta College • REACH Uplift Central Coast
• Cal Poly Center for Innovation & Entrepreneurship
As one example, the Cal Poly Center for Innovation &
Entrepreneurship3 is an existing strategic partner already engaged in a variety of cutting-edge entrepreneurial business incubation activities:
• Elevator Pitch Competitions
• Startup Launch Weekends
3 https://cie.calpoly.edu/
• Student-Led Startups (The Hatchery)
• Idea competition with $10,000–$15,000 in prize money
(Innovation Quest)
• Student-run, multidisciplinary hackathon (Camp
PolyHacks)
• Agri-Tech Incubator program
While tech and innovation entrepreneurial development is the focus of Cal Poly’s program, all industries are accepted and encouraged to apply. Specialty verticals include:
• Aerospace – located at The Launch Pad Grover Beach
• Ag Tech – located at THE SANDBOX Paso Robles
• Clean Tech – located in Morro Bay (coming soon)
• Med Tech – located at the CIE HotHouse
Entrepreneurial business incubators are typically organizations or programs that help startup companies and individuals to develop their business model by providing a full-scale range of services starting with management training, physical office space, and networking programming as the initial formation steps typically required for future venture capital financing.
Attachment 1
Participation in an incubator increases the chances of a firm surviving its formative years. A collaborative environment also adds value by maximizing the business’ growth potential through parallel interactions with peers.
In turn, the City of Paso Robles will prioritize promoting these entrepreneurial development activities through the City’s new communications program. Paso Robles has a unique opportunity to take a leadership role in entrepreneurial business incubation activity that will generate interest in the emerging Spaceport and Technology Innovation Park.
3.3 Implement an “Economic Gardening” Program to
Amplify Entrepreneurship and Business Support
The National Center for Economic Gardening Program is hosted by the Lowe Foundation to provide cities with training and certifications; database research, search engine optimization, geographic information systems, and listening posts to find new markets, provide competitive intelligence to support local “Stage 2” growth companies, and grow jobs locally.
The National Center for Economic Gardening provides both a certification for Program Administrators, as well as a national team to run a 5-company pilot.
It is recommended that the City initiate the program by participating in a webinar hosted by the Center. For more information: https://economicgardening.org/training-andcertification/.
Notably, this program is also supported by the Kauffman Foundation and a variety of grant funding programs are available.
For more information: https://www.kauffman.org/resources/policy/ economic-gardening/.
3.4 Implement Childcare Provider Development
Program
As a first step, the City of Paso Robles in partnership with stakeholder organizations should undertake a Childcare Provider Market Analysis and Feasibility Study to establish a baseline of existing conditions. The study should explore:
• Inventory of existing supply of childcare providers
• Estimated future needs based on local housing production and business recruitment activities
• Defined next steps are needed to develop more childcare facilities (i.e., physical space, licensing, and training programs)
• Survey regional partners such as the Hispanic Business Association, the Community Action Partnership of San Luis Attachment 1
Obispo County (CAPSLO), and others to identify creative regional models and training/funding resources
Based on the results of the market and feasibility study, it is recommended that the Economic Development Manager include the following implementation activities:
• Survey regional partners to create a targeted Childcare Provider Pathways Program to evolve babysitters to
licensed childcare provider/center owner/operator
• Collaborate with the Community Development Division to draft a “rapid permitting” checklist geared towards
increasing the number of childcare facilities in Paso Robles • Partner with the Paso Robles Hispanic Business
Association to shepherd new childcare businesses through development and licensing
• Assign a City grant writing resource to conduct routine outreach for grants or other financial support to help
convert residential home into childcare centers
• Connect childcare providers to resources and link the above to the City’s small and inclusive business
development program’s resources and activities.
Figure 12: Paso Robles Childcare Center, 2024
Attachment 1
4.0 Placemaking & Infrastructure Program
Existing Conditions
The City of Paso Robles is widely recognized for its sense of place anchored by its historic Downtown, which contains over 300 businesses, City Park, City Hall, City Library, and is home to numerous community events throughout the year. The downtown area has a strong network of quality public spaces, private businesses, and robust infrastructure that creates a lively, vibrant area to shop, dine, recreate, and work. Adjacent residential neighborhoods and ease of access from two highways, bus, and train stations make downtown Paso Robles very accessible to locals and visitors.
The City Council continues to prioritize and reinvest resources into the downtown core. The adopted City Council Goals include several action items related to downtown, including:
• Developing strategically aligned partnership with the Main Street Association
• Improving street lighting
• Enhancing wayfinding signage
• Enhancing downtown parking lots
• Monitor and evaluate on-street parking program
• Develop standards and process for parklet installations • Develop framework for public art funding
• Enhance pedestrian and bicycle infrastructure
• Activate Railroad Street Design Plan
• Develop pedestrian lighting improvement plans
• Develop alley and pedestrian accessibility improvement plans
Downtown is considered the heart of Paso Robles, and its small business community is supported by the Paso Robles Downtown Main Street Association and other stakeholders. Business activity, as measured by sales tax data remains strong, with approximately 13 percent of the City’s overall sales tax revenue generated in the downtown core area annually. Net assessed property value in the downtown area totaled $216 million for Fiscal Year 2023.
The downtown area is a successful example of placemaking, nevertheless there remain opportunities to further enhance the connection between people and public spaces.
City staff, community partners, and the public have been working collaboratively over several years to address many of these items, each in various stages of activation. City Councilmembers are active in a liaison capacity to the Main Street Association Board, while City staff act in a liaison capacity to the Main Street Association’s Economic Vitality & Placemaking Subcommittee. The Attachment 1
subcommittee has identified several items they believe will further improve the connection between people and places within the downtown area. These recommendations, combined with Cityplanned capital projects, and City staff-initiated ideas form the basis for several of the placemaking recommendations contained within this section.
The following graphic provides a snapshot of existing conditions to inform City Leadership’s evaluation of concept plans for several gateway and placemaking improvements
Figure 13: Signage, Banners & Gateways – Existing Conditions Source: City of Paso Robles, 2024
While road signs in general indicate selected areas of
improvement and updating, some signs are clearly in need of replacement. This lackluster branding extends into parts of the downtown core where weathered banners with dated messaging appear sporadically.
Beyond downtown, the City is traversed by two major highways – US 101 and State Route 46. These highways provide connectivity from all major population centers of the state to the City, with direct connections to Los Angeles and the Bay Area. Over 80,000 vehicles traverse US 101 at State Route 46 East and West on average each day. These two routes, along with other major transportation assets such as the City-owned airport and Amtrak Train Station provide significant opportunity to drive additional customers to local businesses by focusing on improving these key gateways.
The City has already begun to leverage these gateways through the installation of two monument signs (SR 46 East near Airport Road and US 101 at Spring Street), as well as several newer wayfinding signs primarily within the downtown core.
On December 5, 2023, the Paso Robles City Council proposed a new Wayfinding Signage Program. The EDSP will help facilitate Attachment 1
implementation of the new program through inclusion in the implementation and funding plan.
Figure 14: Paso Robles Wayfinding Signage Program
Source: City of Paso Robles, 2024
However, through partnerships with Caltrans, Amtrak, property owners, private businesses, and the City, there are several additional opportunities to enhance the City’s front doors in support of economic development activities, including:
• US 101 Northern Gateway
Monument
• US 101 Southern Gateway
Monument
• Paso Robles Street at
Offramp
• Paso Robles Street at 13th
Street
• SR 46 East Gateway
Monument
• SR 46 East Black Oak
Monument
• SR 46 West Gateway
Monument
• Paso Robles Train Station
• Paso Robles Municipal
Airport
• Paso Robles Municipal
Airport Terminal
Action Plan Initiatives
4.0 Placemaking & Infrastructure Program
4.1 Implement Major Gateway Beautification &
Infrastructure Improvements
4.2 Implement Downtown Placemaking Pilot
Projects
4.1 Implement Gateway Beautification &
Infrastructure Improvements
Through stakeholder input, nine major gateways have been identified for installation or improvements as detailed in the following map.
Attachment 1
Figure 15: Paso Robles Gateways & Monuments Focus Areas, 2024 Source: City of Paso Robles, Esri; LandDesign; Willdan, 2024 LEGEND
1 US 101 Northern Gateway
Monument
2 US 101 Southern Gateway
Monument
3 Paso Robles Street at Offramp
4 Paso Robles Street at 13th Street
5 SR 46 East Gateway Monument
6 SR 46 East Black Oak Monument
7 SR 46 West Gateway Monument
8 Paso Robles Train Station
9 Paso Robles Municipal Airport
Attachment 1
These areas offer the City with branding opportunities to clearly denote arrival to Paso Robles and convey a sense of place and identity. These areas offer highly visible first impression areas and can be the initial catalyst for economic development and a beacon to drive activity to local businesses.
The EDSP validates public investment in these improvements by linking these place-based recommendations to economic
development objectives.
Additionally, the City has already initiated two major gateway and placemaking projects for Paso Robles Street and Railroad St, respectively. These two projects should continue to be prioritized within the City's capital improvement program as funding is available.
When completed, the Paso Robles Street project will completely transform a gateway off US 101 North into the downtown area.
Improvements along Railroad Street will create a unique, pedestrian friendly corridor that will transform a historically industrial area to a retail-focused extension of downtown. Both projects are expected to increase property values and generate additional business activity.
Local streets act as a “red carpet” for residents, visitors and those interested in doing business within Paso Robles. Well-maintained roadways reflect the City’s fiscal stewardship, foresight, and economic prosperity. A robust transportation network encourages efficient goods movement and provides easy access for
prospective customers.
The City continues to prioritize investment in local roadways, including repairs and maintenance activities, pedestrian improvements, and constructing new infrastructure to support new development. Since the passage of Measure E-12 in 2012, the City has invested over $60 million in local road repair work.
Notwithstanding this significant investment, the condition of local roads remains top of mind for stakeholders. Specifically, commercial development stakeholders noted the conditions of local roads are an important factor when companies are
considering expanding into a new market.
The latest report estimates the deferred maintenance costs of repairs for local streets within the City is $250 million. With the pending sunset of Measure E-12, it is important to recognize the need for ongoing sources of funding to accelerate road repair work.
Prioritizing available resources for this infrastructure work will pay dividends for the economic vitality of the community and enhance business attraction efforts.
Attachment 1
4.2 Implement Downtown Placemaking Pilot Project
Program
Placemaking capitalizes on a local community's assets, inspiration, and potential, with the intention of creating public spaces that promote people's health, quality of life, and community engagement.
Placemaking is both a community process and a revitalization tool that makes use of smart growth urban design principles. It can be either government-led or community driven grassroots tactical urbanism, such as holding open street events and extending sidewalks with chalk, paint, and planters.
Relatively small investments that create gathering spaces such as outdoor dining areas, fountains, or small performance spaces for musicians have been proven to generate large returns on investment in placemaking with repeat visitation and increased sales.
Linking placemaking investments to the City’s municipal branding and communications campaign is now considered a best practice of economic development as it strengthens private sector relationships and reinforces the City’s reputation through an identifiable sense of place. A local example of this type of municipal branding is the Paso Wine Fest “Instagram” installation in the following Figure 16.
Figure 16: Municipal Branding Example – Paso Robles, CA Source: City of Paso Robles; The Metts Group; Willdan, 2024 The Placemaking Pilot Project Program is also an opportunity to leverage existing downtown events such as Concerts in the Park and Farmers Markets events through expanded municipal
marketing and branding.
Attachment 1
Roadway conditions—especially in and around the downtown core—are also an important factor that should be prioritized as part of any business attraction strategy.
Street conditions are a direct reflection of the City and its ability to maintain key infrastructure. Properly maintained infrastructure creates a positive experience for customers and is an important factor for site selectors when reviewing communities for business expansion and relocation.
An Economic Development-focused placemaking workshop held in May 2023 with the Paso Robles Downtown Association’s Economic Vitality & Placemaking Subcommittee identified existing downtown opportunities to enhance placemaking in downtown.
City staff has reviewed the list with initial support noting that the improvements are consistent with the City’s vision for Downtown vitality, including:
• Placemaking design guidelines and opportunities to
collaborate with City Planning on guidance
• City-approved standards for privately funded
improvements to public spaces (i.e., design guidelines
and approved materials to install the proposed Gathering Circle in City Park)
• Priority locations for street lighting including the City Park, alleyways, and train station
• Collocating alleyway businesses’ garbage receptacles in a screened area away from pedestrian foot traffic
• Update and/or remove obsolete and decaying wayfinding signage throughout downtown
• Enhancing node connectivity between areas of interest such as Paso Market Walk and the train station
• Funding strategies for priority projects including potential partnerships with solar companies
• Formalized mechanisms to expand placemaking
contributions from businesses and building owners (i.e., naming rights and other potential partnerships).
Each of these placemaking recommendations offer near-term, low cost, and low intensity improvements that will deliver an improved sense of place in the community and high return on public investment. In particular, the Downtown Core would benefit from a combination of near-term improvements that would benefit residents, business owners and their employees, and visitors alike as illustrated in the following Map: Proposed Placemaking Pilot Program Improvements.
Attachment 1
Figure 17: Proposed Placemaking Pilot Program Improvements Source: City of Paso Robles; Paso Robles Downtown Association; Willdan, 2024 Attachment 1
In addition to these site-specific downtown core placemaking recommendations, retail and dining stakeholders suggested that City Leadership and staff should revisit the City’s Outdoor Dining regulations.
During the pandemic, local governments like Paso Robles responded by relaxing restrictions for outdoor dining to facilitate socially distanced dining experiences and support small business resiliency. These relaxed restrictions served as a lifeline option for business, and business owners invested in expanding their operations to create “parklets” that converted curbside parking spaces into outdoor dining spaces. Several businesses in Paso Robles invested capital for building deck platforms, lighting, furniture, fixtures, and other equipment.
As regulations have now reverted to pre-pandemic policies, it is recommended that staff reconvene the City’s outdoor dining working group to explore solutions to establish regulations for permanent outdoor dining.4
4 City Council Goal 5: Quality of Life Amenities 4. Support a Thriving Downtown Develop standards and process for parklet installations.
Placemaking Pilot Program
Summary Recommendations
• Activate Key Alleys
• Increase Downtown Lighting
• Increase Outdoor Dining Options
• Facilitate a Public Art & Murals Program
• Reimagine City Park Gathering Circle
• Pursue Railroad and Paso Robles Street
Plans
• Expand Mid-Week Activation of Public
Spaces
• Remove Unnecessary, Incorrect and
Illegible Wayfinding Signs
• Design and Install New Street Banners
• Improve Roadway Conditions
• Explore Reconvening Outdoor Dining
Working Group
Attachment 1
5.0 Multifamily Accelerator Program
Existing Conditions
The City Council has set robust goals and objectives to address housing demand across the spectrum of affordability. The City is currently facilitating the development of over 4,000 housing units through five specific plans and several individual multifamily developments.
These figures do not include accessory dwelling units that can be legally constructed within certain zoning districts as authorized under state law.
The City has established partnerships with affordable housing developers that have resulted in 148 units moving into the construction phase in Fiscal Year 2023. Historical multifamily building permit activity in the following Figure 18 illustrates the City’s capacity to respond to building demand.
Figure 18: City of Paso Robles Multifamily Building Permit Trends, 2013-2024 Source: City of Paso Robles, 2024
0 50
100
150
200
250
300
Year 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Multifamily Units
Year Built
Attachment 1
Although market rate housing development remains robust, the continuing imbalance between supply and demand validates a City-led role in facilitating production of attainable housing for the workforce supporting the wine, hospitality, and service industries.
This need was confirmed by input from stakeholders across most focus groups, industries, and sectors. With unemployment within the region below the national average and the median selling price for single family homes increasing by 25 percent over the past two fiscal years, this identified need is well-founded.
Conversely, as the City seeks to diversify the economy and increase the availability of high paying jobs, more demand will be placed on the existing housing stock. The ability to react to each of these unique demands will require the City to focus on production of several housing unit types, with a specific focus on multifamily development.
The City has laid a strong foundation in moving housing to the top of the priority list. The City of Paso Robles adopted the 6th Cycle Housing Element, which covers the planning period of December 31, 2020, through December 31, 2028. The Housing Element is a required Element of the City’s General Plan and includes goals and objectives to achieve housing for all economic segments of the community, including affordable housing.
The City also established the Housing Constraints and
Opportunities Committee (HCOC) to review housing issues and make recommendations to the City Council on ways to increase housing production. The Committee evaluates best practices, policies, and incentives from a variety of communities to inform their deliberations.
Finally, City staff is recognized by the development community as being approachable and helpful in facilitating land use, permitting, and building activities. There is always an opportunity to regularly review processes, procedures, and best practices to ensure the department is providing optimal service based on the needs of customers and in alignment with City Council priorities.
Moving forward, the City can further formalize support for housing construction by creating new a workforce housing with expanded authorities to undertake the following housing-focused activities:
• Establish workforce housing and general development
engagement program
• Leverage regional housing partnership opportunities
• Widely publicize the city’s expanded housing portfolio • Onboard dedicated staff resources
Attachment 1
The HCOC should consider creating a mixed-use overlay and targeted zoning amendments to reduce barriers to multifamily housing construction, especially on vacant properties, infill areas, and within underutilized commercial centers.
Furthermore, staff should review specific policies to determine where density can be increased, and costs to construct multifamily housing can be decreased (such as reviewing parking requirements).
Action Plan Initiatives
5.0 Multifamily Development Accelerator
Program
5.1 Establish Multifamily Development
Accelerator Program
5.2 Leverage Regional Housing Partnership
Opportunities
5.3 Widely Publicize the City’s Expanded
Housing Portfolio
5.4 Onboard Dedicated Staff Resources
5.1 Establish Multifamily Development Accelerator
Program
It is recommended that a cross-functional internal working group be established to coordinate input from the Economic
Development, Community Development, Public Works, and
Utilities Departments to facilitate removal of regulatory barriers to multifamily housing development. This entity should also participate in the development of the City’s annual business climate survey by drafting questions to engage housing
developers.
Stakeholder interviews with local developers revealed that the costs of development today are driving up housing prices at a rate higher than wage appreciation. The public sector has limited tools to provide direct housing subsidies. The primary interventions available involve using planning and regulatory interventions (i.e., allowing for increased density or streamlining development and construction standards).
These tools may not be politically feasible in every case as the public sector has a responsibility to balance community benefit goals with developers’ return on investment targets.
For example, reducing open space requirements or simplifying design standards can serve to reduce the project “carrying costs.” Attachment 1
However, such allowances can result in built space inconsistent with community objectives.
5.2 Leverage Regional Housing Partnership
Opportunities
Representatives from San Luis Obispo County, the county’s seven cities, and the private development community recently launched an initiative to formulate a regional transportation and housing plan.
This unprecedented effort connects infrastructure barriers to housing on a regional scale. The collaborative effort is focused on identifying exactly what is holding back new housing development, such as lack of water or insufficient infrastructure (e.g., roads and highways). This draft plan was adopted by the SLO County Board of Supervisors in July 2023.
The City of Paso Robles has a unique opportunity to participate in the implementation of this regional housing partnership by leveraging the new resources established with the housing accelerator initiative. The City’s housing liaison will be equipped with communications collateral and an expanded developer network. These resources will strengthen the City of Paso’s regional positioning within the broader housing market. This investment in regional activity will increase the City’s involvement in securing grants and other funding alternatives.
5.3 Widely Publicize the City’s Expanded Housing
Portfolio
The availability of housing stock at a variety of price points is an extremely important economic development asset necessary to support the growth of all sectors.
It is recommended that the City’s internal multifamily housing working group maintain an inventory of target multifamily infill sites on public and private land. The City should regularly track multifamily rental development and report metrics through ongoing communications and business attraction activities. Nearterm outreach activities should include:
• Sponsor a developers’ forum to educate the retail and multifamily residential development community about
zoning changes. This should include developers,
architects, land-use attorneys, the Urban Land Institute, the International Council of Shopping Centers, etc.
• Seek placement of general media stories in major
newspapers, and association publications (ULI-Urban Land Institute, American Planning Association, American
Institute of Architects, real estate broker organizations, or Attachment 1
other outlets) to advertise that Paso Robles is rising to the challenge of multifamily housing production and “open for business” with developers.
• Deliver presentations and participate in think tank panels at regional chapter events of targeted organizations that reach the developer community and/or their consultants
and brokers. This could include the Urban Land Institute, American Planning Association, American Institute of
Architects, and real estate brokerage or agent
organizations.
Comprehensive implementation of these recommendations will create valuable partnerships with area developers while also establishing the City of Paso Robles as a regional leader in housing production.
5.4 Onboard Dedicated Resources
As a mid to long-term recommendation, implementation of the Multifamily Housing Accelerator Program would benefit from the support of dedicated staff resources. This role could be shared with Community Development to address a variety of tasks that would benefit both departments. This position could be part-time, full-time, or temporary contract labor to be determined according to available funding (to be further evaluated during Year 3 of EDSP implementation).
IV. Implementation Plan Success Factors
Policies, Programs & Services
The recommended policies, programs, and services were designed with the perspective of the roles and functions of the Economic Development Manager and City Manager in mind.
While most of the proposed interventions would benefit the entire City of Paso Robles, there are certain policies and programs that are structured to achieve strategic objectives within designated Economic Development Focus areas.
Each policy, program, or service is based on industry best practices (Urban Land Institute, International Economic Development Council, American Planning Association), or case study research of successful economic development interventions in communities of a similar scale or context.
Attachment 1
Staffing and Resources
The recommended new programs and strategies are intended to be led by the City of Paso Robles’ Economic Development Manager in collaboration with strategic partners.
From a staffing perspective, the existing approach to Economic Development can best be described as reactive, with pockets of proactive engagement on specific projects such as the spaceport and broadband. For example, the City's Economic Development Manager is charged with multiple concurrent roles such as:
• Collaborating with City departments, community
organizations, other government agencies, private
developers, and stakeholders to sustain and grow the
City's economic base.
• acting as a liaison between developers, business owners, the general public, and the City as it pertains to
economic-related activities
• serving as the City's primary staff contact with local, regional, and statewide organizations that focus on
economic development activities.
The following table shows the current state of the Economic Development Manager activities as a percentage of annual work assignments, and the ideal future state of annual work
assignments based on the action items contained within the plan.
This baseline assessment of the City’s organizational capacity to provide economic development services immediately revealed the need to prioritize current staff assignments with a focus on activities that will yield a greater return for the City and its economy.
From a programmatic perspective, the City does not currently employ a best practices approach to business attraction, retention, and expansion activities.
Furthermore, the City's digital and print marketing material is done on an ad hoc basis, with minimal brand or messaging consistency across the material.
The Division does not currently have resources specifically dedicated to housing, workforce development or entrepreneur programs.
Attachment 1
Figure 19: City Economic Development Staff Resource Allocation Recommendations, 2024 Source: City of Paso Robles; The Metts Group; Willdan, 2024 Attachment 1
These areas represent opportunities for the re-prioritization of staff time and augmentation of existing resources to align the workplan with the needs of the community, City Council directives, and industry best practices.
As we look to the future state of the Economic Development function, it must be emphasized that the proposed initiatives and action items are designed to be achieved over a five-year period and with collaboration from many internal and external
stakeholders.
Additionally, the EDSP Implementation Plan includes a
recommendation that a new position be added to the function in year three to expand the capacity and reach of economic development efforts.
Monitoring and Reporting
The EDSP is a point-in-time plan intended to spur positive economic activity over the next five years. The City of Paso Robles places strong value on its strategic goals and its customer-focused approach.
An annual Business Climate Survey is recommended as part of the new Business Retention Program. Residents and businesses will have an opportunity to identify and prioritize economic development needs in partnership with City Staff and Leadership.
It is recommended that the Economic Development Manager maintain an Economic Development Strategic Plan Dashboard to regularly disseminate success stories and ensure that
implementation activities have the support that they need to stay on target.
An annual report will be provided to the City administration, businesses, and other key stakeholders in a State of the Economy event.
Attachment 1
Performance Measures
As the EDSP is implemented over the next five years, it is recommended that the City continuously monitor key metrics related to short-term economic performance to evaluate progress against goals.
In the early years of the EDSP implementation, it is important to collect readily available data that can help to measure progress against goals as defined by each economic development
recommendation (i.e., increases or decreases in values according to a baseline year benchmark).
Given that the majority of the recommended performance
indicators are aspirational at this time, it is reasonable to assume that each variable starts at zero and that the target of each variable is to increase over the next five to ten years.
The following recommended metrics are provided for general economic base measurement for:
• Citywide Economic Development Metrics
• Economic Development Department Metrics
These metrics are not intended to evaluate the performance of the Economic Development Department on its own. Instead, they should be evaluated according to the effort expended versus the value of the outcomes. Where the metrics indicate a lag in progress, the City should reevaluate the implementation recommendations to determine if the same level of prioritization exists and the extent to which the resources came to fruition.
For those metrics that clearly indicate positive net change year-toyear, the City can decide whether to build on progress made or to reprioritize with other action plan initiatives that need more attention.
Paso Robles
Citywide Economic Base Metrics
• Sales Taxes
• Single Family Units Constructed
• Transient Occupancy Tax Revenues
• Multifamily Units Constructed
• Tourism Visitation
Attachment 1
Table 4: Economic Development Performance Metrics
I. Citywide Economic Development Metrics
Sales Taxes Single Family Units Constructed
Transient Occupancy Tax Revenues Multifamily Units Constructed Tourism Visitation
II. Economic Development Department Metrics
1.0 Civic Innovation Initiative
Yearly Priority Goals, Performance Benchmarks, and Evaluation Metrics Formal Strategic Partnerships (Neighboring Jurisdictions, Regional Organizations)
2.0 Business Retention, Expansion, and Attraction Program Marketing, Branding & Communications Collateral/Tools developed Target Business Contacts Established Business Outreach Touchpoints Partnerships Formed; Number of Program Participants
3.0 Workforce Development & Entrepreneurship Program
Training Programs Developed Number of Participants
$ Value of Start Up Capital Number of New Business Licenses Filed by Paso Robles Businesses
4.0 Placemaking and Infrastructure Program
New Projects Related to Gateway Improvements Placemaking Pilot Projects Implemented
5.0 Multifamily Rental Accelerator Program
Number of Multifamily Units Proposed, Planned, and Under Construction Source: City of Paso Robles; International Economic Development Council; Willdan, 2024 Attachment 1
Appendix 1: Economic Development Stakeholder
Outreach Materials
A broad and participatory public engagement process was utilized to inform the Economic Development Strategic Plan’s findings and recommendations. More than sixty unique interviews were conducted with local and regional stakeholders through a variety of outreach activities including in-person interviews, focus groups, and two workshops.
Willdan and the Metts Group conducted two economic development Workshops to define market strengths, weaknesses, opportunities and threats (“SWOT”) with members of the boards of the Wine Alliance and Travel Paso on October 18, 2022. This in-person stakeholder engagement both validated the findings of market research and established a baseline for workforce developmentrelated needs and wants. A sampling of the survey tool used to direct the workshop is provided for context
Economic Development SWOT Survey Questions – Wine & Tourism Industries 1 Where do you want to see the industry in 5–10 years?
2 How big do you want to grow your business or the sector in the City of Paso Robles? 3 What are the obstacles (if any) in the way of that growth? 4 What are your current labor pipeline and training needs? 5 Describe the current state of your industry’s business attraction tactics. What is working? What aspects of your industry’s business/talent attraction initiatives need more focus or resources? 6 What can the City of Paso Robles do to support your industry? I.e., new economic development policies, funding for pathways/training programs, or strengthening regional and state strategic partnerships to support workforce development in Paso Robles.
Attachment 1
Appendix Table A-1: Paso Robles EDSP Stakeholder Outreach Participants Business Leaders & Strategic Partners
Maria Garcia, Hispanic Business Association Stacie Jacob, Travel Paso (DMO) Gina Fitzpatrick, Chamber of Commerce Norma Moye, Downtown Main Street Association Joel Peterson, Paso Robles Wine Country Alliance
Wine Industry Economic Development SWOT Workshop Participants Chloé Asseo-Fabre, PRWCA Director, L’Aventure Winery Cris Cherry, PRWCA Vice Chairman, Maha Estate and Villa Creek Cellars
Joel Peterson, PRWCA Executive Director Jeff Strekas, PRWCA Director, ONX Wines Austin Hope, named “American Winery of the Year” By Wine Enthusiast Tourism Industry Economic Development SWOT Workshop Participants Alex Villicana (Travel Paso Chair), Villicana Winery and Re:Find Distillery Stacie Jacob, Executive Director, Travel Paso Angela McKee (Travel Paso Vice Chair), Best Western Plus Black Oak Carole MacDonal, Owner/Managing Partner, Il Cortile (Restaurant Industry)
Victor Popp (Travel Paso Secretary), La Quinta Inn & Suites Main Street Association Placemaking Subcommittee Members Warren Frace, Community Development Director, City of Paso Robles Colleen Bojorquez, Chief Executive Officer, Mid-State Fair City Staff City Council
Ty Lewis, City Manager Steve Martin, Mayor
Warren Frace, Community Development Director Steve Gregory, City Council Chris Huot, Assistant City Manager John Hamon, City Council Ryan Cornell, Admin. Services Director Fred Strong, City Council Paul Sloan, Economic Development Manager Maria Garcia, City Council Jeff Legato, GIS Analyst
Mark Scandalis, Manager, Paso Robles Municipal Airport
Attachment 1
Appendix Table A-1: Paso Robles EDSP Stakeholder Outreach Participants, continued City of Paso Robles; Willdan, 2024
Paso Robles Municipal Airport Commission & Strategic Plan Consultants Benjamin Andros Tony Gaspar
William J. (“Bill”) Britton Sarah Gipple
Phoebe Brown Eric Cook
Marc Dart
Education Providers
Dr. Maria Escobedo, Dean, Cuesta College Dr. Elise St. John, San Luis Obispo Campus, California Polytechnic State University
William Britton, Vice President & Chief Information Officer, California Polytechnic State University
Local Developers & Brokers
Bill Carpenter, Commercial Broker, Richardson/Sotheby’s Sunny Mullinax, CEO/Owner, Social Wellness Jim Cogan, Managing Partner, Blue Regal Strategies Paul Shannon, Agent, Pacifica Commercial Realty Jeff Davenport, King Ventures Nick Tompkins, Owner, NKT Commercial, LLC John King, Owner, King Ventures Paul Tompkins, CEO, NKT Commercial, LLC Wine & Tourism Economic Impact Analysis - Data Contributors Audra Cooper, Director, Grape Brokerage & Partners, Turrentine Brokers Chris Taranto, Communications Director, Paso Robles Wine Country Alliance
John Arnold, General Manager, Paso Robles Holiday Inn Express & Suites Joel Peterson, Executive Director, Paso Robles Wine Country Alliance Richard Verruni, General Manager, Allegretto Vineyard Resort Stacie Jacob, Travel Paso (DMO) Joe Irick, President, Independent Grape Growers - Paso Robles Area Other Strategic Partners
David Cook, Paso Robles Housing Authority Rotary Club of Paso Robles Attachment 1
Appendix 2: Economic Development Best
Practices
BRE Program Recommendations
Following is a broad discussion of tips and tactics for launching a formal BRE Program and attracting private investment to new target sectors.5
Have a Dashboard
Create a dashboard showing critical objective metrics, update it regularly, and keep it in front of citizens, businesses, and investors.
It will provide concise information about relevant factors like economic performance, well-being of the population, high school graduation rates, and where entrepreneurs are located. These metrics will be what attracts investment. They will also keep citizens and decision makers mindful of where improvements are needed. So, pay close attention to what is being reported and how it is being presented.
Use It to Create a Compelling Story
Paso Robles offers a strong baseline for business attraction. The data points most often deployed to showcase a community’s 5 Adapted from Quint Studer and the Studer Community Institute, “Building a Vibrant Community: How Citizen-Powered Change Is Reshaping America,” 2018.
advantages are related to household incomes, educational attainment, and quality of life amenities.
The City of Paso Robles has a strong brand identity, specifically in the tourism sector. In leveraging this established awareness, the City should build its economic development marketing assets and communications strategy around its strong sense of community, collaboration, and diversity of experiences that are available to prospective business owners, investors, and employees.
Widely disseminating the City’s newly adopted policies around fostering an affordable cost of living through workforce training programs and housing/homelessness will be very important for future municipal branding and attraction of head of household jobs and remote workers.
Manage Your Messaging
Stakeholder input regarding what it is like to live and work in Paso Robles is extremely positive and cohesive. Paso Robles businesses and residents are fiercely proud of the community. These “champions” of investment, development, and City volunteering Attachment 1
should be the foundation around why a prospective business owner or investor should "Pick Paso."
There are established ambassadors who should be at the forefront of the City's messaging around the benefits of working, investing, and being a part of the Paso Robles community. These personal experiences and messaging are opportunities to express the authenticity that defines Paso Robles.
Focus On Local Growth Through Attraction
Cities without a formal BRE Program typically place a majority of staffing capacity and resources toward supporting existing industries. Although it is critical the City continues to support its major tourism and hospitality sectors, the City must balance this support with investment in activities that seek to aggressively attract new industries to diversify the local economy.
Outreach related to business attraction efforts requires innovation, trial and error, and best-in-class follow-up. This activity also requires investment in new marketing collateral, branding, and business-facing events like professional development conferences.
Foster a Positive Reputation in the
Investment/Development Community
The next step in scaling this existing “can do” culture means ensuring all guidelines, codes, and zoning rules make sense, are predictable, and are enforced within a reasonable timeframe.
The City’s proposed “concierge” development services program is in demand by developers. However, this strategy comes with a price if developers engage in and are subsequently frustrated by delays. The first phase of the Spaceport and Tech Park
development is the testing ground that will make or break future Phase II development and beyond.
City staff and leaders should be easily accessible and available to answer questions to assure that decisions about planning and developing are made quickly and efficiently and in the right order.
Make Workforce Development a Priority
Do everything possible to offer training and support for the business community. When trying to attract new business to the city, it is important to provide some resources around workforce development. Getting a new business started is one thing; sustaining it is quite another.
The City of Paso Robles should formalize regular training and development sessions, small business roundtables, and other Attachment 1
events for owners with contract support or co-sponsorship with strategic partners.
Paso Robles is positioned to grow Cuesta College and Cal Poly’s university presence in the community. These are hugely valuable resources that will foster an educated population with clear training and employment pathways. This ecosystem tends to be important to investors.
Focus On Culture
Show the business community that Paso Robles can do more to help them make a profit. Cultivating a collaborative, creative, appealing, and genuinely thriving community fuels hope and optimism. Creating a culture that businesses want to be a part of attracts talent.
Establish go-to sources for start-up capital. While Paso Robles currently “dabbles” in small business support by funding annual events and activities delivered by the Paso Robles Chamber of Commerce and the Downtown Association, there is not a one-stop shop for small businesses looking to grow their existing business or create start-ups in the area.
The City should explore establishing a “lending and learning” program that matches qualifying candidates with financial resources. Another example of direct local government support for entrepreneurs is to create a rent subsidy program to bridge the gap in business incubation space lease revenue paid by startups (tied to monthly revenue for qualified participants).
Get Some Wealth Off the Sidelines
Community philanthropy is an important source of investment.
This is all about mobilizing capital with the goal of improving citizens’ lives. Leverage the outreach collateral produced by the EDSP process to approach sources of benevolent wealth and invite them to invest in the community.
Examples of funding sources could be to create a naming rights program for quality-of-life assets such as parks or facilities, and then using those proceeds to reinvest in quality-of-life amenities.
The satisfaction of helping to build a vibrant community is another form of return on public investment and tends to pay dividends over the long term.
Showcase Investment and Development Success Stories
Consistent and strategic communications are imperative in developing a successful economic development ecosystem.
Although data and metrics are primary starting points for business owners, investors and developers seeking entry into a market, it is actually compelling stories that provide the important information to these stakeholders that a financial proforma cannot.
Attachment 1
Appendix 3: Real Estate & Economic Development Consulting Support
WILLDAN FINANCIAL & ECONOMIC CONSULTING SERVICES
1939 Harrison St Suite 430, Oakland, CA 94612
Phone: (202) 510-0511
PRINCIPAL-IN-CHARGE:
James Edison, Managing Principal
Municipal Finance Advisor
[email protected]
PROJECT MANAGER:
Molly McKay, Managing Principal
Stakeholder Engagement & Economic Development Strategic Plan Lead [email protected]
RESEARCH ANALYSTS:
Carlos Villarreal, Principal
Demographic & GIS Lead
[email protected]
Jade Shipman, Principal
Economic Impact Analyst
[email protected]
Chelsea Gaylord, Project Director
Economic Profile Report & Real Estate Market Research Analyst [email protected]
TARGET INDUSTRY & WORKFORCE DEVELOPMENT
SUBCONSULTANT:
Alivia Metts, Founder & Managing Principal
The Metts Group
Coeur d’Alene, Idaho
[email protected]
Attachment 1
Council Agenda Report
From: Angelica Fortin, Community Services Director
Subject: Approval of El Camino Homeless Organization Supplemental Memorandum of Understanding (MOU) Fiscal Year 2023-24 Third Quarter Report and the Second Amendment to the Supplemental MOU for Fiscal Years 2024-25 and 2025-26 CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Date: July 16, 2024
Facts
1. On February 16, 2022, the City received a request from ECHO, 1134 Black Oak Drive, for a one-time grant of $444,000 “to cover the staffing costs that are not paid for by other funders for Fiscal Year (FY) 2022-23.”
2. On March 15, 2022, City Council considered ECHO’s funding request and directed the formation of an ad hoc committee to review the request and to make recommendations to modify ECHO’s existing MOU with the City.
3. Throughout the month of April 2022, then Councilmember, and now Mayor, John Hamon and Councilmember Steve Gregory, participated in three public ad hoc committee meetings to review ECHO’s funding request.
4. On May 17, 2022, the ECHO Ad Hoc Committee reported its findings to City Council; Council directed staff to incorporate the findings into a revised Supplemental Memorandum of Understanding (SMOU) that would fund ECHO a total of $444,000 over the City’s two-year budget cycle for FY 2022-2023 and FY 2023-2024.
5. On August 16, 2022, City Council approved the revised SMOU with ECHO which required ECHO to form a Community Stakeholder Committee (CSC) and to provide quarterly accounting and statistical reports to the City prior to the funds being issued. Payments will be made on a quarterly basis, not to exceed $222,000 per fiscal year or $444,000 in total in FY 2022-23 and FY 2023-24.
6. On January 16, 2024, City Council approved the First Amendment to the SMOU.
7. The City Council has received six quarterly reports for FY 22-23 and 23-24 and has approved the disbursement of five quarterly payments to date.
8. In May 2024, ECHO completed its FY 23-24 third quarter under the revised SMOU and is scheduled to complete the 4th quarter in August of 2024.
9. On June 18, 2024, City Council adopted the City’s Operating and Capital Budget for Fiscal Years 2024- 25 and 2025-26 which included funding to continue to provide ECHO with support for a total of $444,000 over the two-year budget cycle. Payments will be made on a biannual basis, not to exceed $222,000 per fiscal year or $444,000 in total in FY 24-25 and FY 25-26.
Options
1. Take no action;
2. Receive and file ECHO’s FY 23-24 third quarter report and direct staff to disburse payment in the amount of $55,500; direct staff to disburse funds in the amount of $55,500 upon ECHO’s submission of their final report to staff at the end of the FY 23-24 fourth quarter period; and approve the Second Amendment to the ECHO SMOU extending funding for FY 24-25 and FY 25-26 for a total of $444,000;
3. Provide alternative direction to staff.
Analysis and Conclusions
In accordance with the August 16, 2022, SMOU and the January 16, 2024, first amendment to the SMOU between ECHO and the City, ECHO completed its FY 23-24 third quarter and has provided the City with the updates, data and financial reports required in the agreement. This has been provided in the form of presentation slides, a profit and loss statement, stakeholder meeting minutes, a programming report, and submission of a phone log that details activity taking place between March 2024 and May 2024. Using this information, the statuses of the requirements outlined in item three of the SMOU are summarized in the following table:
Obligation as Outlined in MOU FY 23-24 Third Quarter Status Provide not less than 50 temporary shelter beds
for the homeless population, as well as case
management services and life-skill classes.
45 90-Day Shelter Bed Program; 5 Night by Night;
1 Crisis Emergency Resource Room
65 90-Day Program Beds; 5 Nightly Shelter Beds.
Life skills classes incorporated into case
management.
Attachment 1, Pages 3, 7-10, 13-15
Establish a pilot program, to run for the duration
of this MOU, to mitigate the departure impacts
and potential negative activities of guests from
the ECHO Paso Robles facility so as not to
overwhelm neighboring businesses.
Good Neighbor Program with weekly
neighborhood trash pickups. Incorporated
messaging into case management, dinner service
and nightly guest visits.
Attachment 1, Pages 9, 16
Offer programs at the Paso Robles facility at least
4-hours per day Monday through Friday, during
daytime hours, to engage clients in productive
activities that support the facility and encourage
positive client behavior and neighbor
interactions.
Weekly, bi-weekly, and monthly activities
offered. Weekly neighborhood trash pickups.
Daytime programs available 8-5 pm.
Attachment 1, Pages 8-10, 13-15
Provide detailed quarterly financial and expense
reports to the City for the Paso Robles facility.
Received.
Attachment 2
Provide quarterly operations reports, including
but not limited to the number of clients receiving
meals, nightly shelter, laundry and shower
services, direct aid expenses, all professional
services such as mental health referrals, case
management services, permanent housing
placement, and number of unsheltered
homeless.
Laundry service Monday and Tuesday: 9 am to 5
pm
Attachment 1, Pages 5-7
Attachment 2
Form a Community Stakeholder Committee (CSC)
to include local business owners, Paso Robles
Police Department staff, Paso Robles Emergency
City Council Liaisons: Mayor John Hamon and
Councilman Steve Gregory.
Attachment 1, Page 10, 13-16
Services staff, ECHO staff, and City Council
liaisons. Meet twice a year.
Make available to stakeholders a 24-hour
telephone line for reporting of urgent issues that
may arise between quarterly meetings. Calls to
said line shall be responded to within sixty (60)
minutes. All calls are to be logged as to issue and
resolution and logs shall be included in quarterly
reports.
Phone Line Established: Call log reflected no calls
received.
Attachment 1, Pages 17-22
Communicate with clients daily about proper
community behavior; specifically addressing
potential negative behaviors impacting
neighboring businesses.
Incorporated into case management, dinner
service and nightly guest visits.
Document continued efforts to increase the
frequency of visits and number of onsite mental
health counselors. Progress in this area shall be
included in quarterly reports to the City.
Actively working with partner agencies to offer
additional opportunities.
Maintain its agreement with HASLO for
ownership and operation of temporary housing.
Agreement in place and in good standing.
Subject to all applicable laws and consistent with
the requirements for funding sources used for
development and operations of the Project,
ECHO shall give a preference in the occupancy of
the temporary units in the Project to eligible
households who live or work in the City of Paso
Robles, to the extent allowed by law.
Approximately 85% of occupants live or work in
Paso Robles.
ECHO shall seek all relevant grants and funding
opportunities in support of ECHO Paso Robles,
documenting these efforts and all funding
streams in quarterly reports to the City.
Grant information included in financial report.
Attachment 2
ECHO’s financial report provides expenditures and revenue streams for the ECHO Paso Robles location.
Program expenses include direct aid which consists of costs for items that are provided directly to clients such as clothing in preparation for interviews, shoes or sleeping bags. Expenses for client gas and bus tickets were detailed in a separate line item. Revenue streams include funds received through fundraising events, community donations, and grants. During this quarter, ECHO reported a budget surplus totaling $59,899.96. This is due to the reimbursable nature of their funding streams which causes their budget to appear as having a surplus or deficit throughout the year.
Over the last two fiscal years, ECHO has provided all the reports and documentation required through the SMOU. Through their quarterly City Council reports, ECHO has also provided additional information that has been helpful in understanding the scope of services they provide. Demonstrating the positive impact they have been able to achieve and their alignment with the City’s Strategic Plan to Address Homelessness, ECHO requested consideration for continued funding over the next 2 year budget cycle.
At the Council’s direction, this request was included in the Operating and Capital Budget for Fiscal Years 24-25 and 25-26 which was adopted on June 18, 2024. With funding included in the budget, a Second Amendment has been drafted to extend the SMOU. If approved, ECHO will receive $444,000 over the
next two fiscal years. Payments will be made on a biannual basis, not to exceed $222,000 per fiscal year or $444,000 in total in FY 24-25 and FY 25-26. There are no other substantial changes to the SMOU.
Due to the initial SMOU period terminating in August 2024 with a Second Amendment extending funding and establishing new reporting periods, staff is recommending City Council approve the disbursement of fourth quarter funds in the amount of $55,500 upon the submission of ECHO’s final report to staff. Moving forward, ECHO will return to City Council on a biannual basis over fiscal years 24-25 and 25-26 to provide their report.
Fiscal Impact
City Council approved funding for this disbursement on August 16, 2022 contingent upon ECHO meeting the requirements of the revised SMOU. There are no additional impacts associated with directing staff to disburse the FY 23-24 third and fourth quarter payments. City Council approved funding to continue providing ECHO with support over the next two years on June 18, 2024 as part of the Operating and Capital Budget for Fiscal Years 24-25 and 25-26. There are no additional impacts associated with approving the Second Amendment to the ECHO SMOU.
CEQA
The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Recommendation (Option 2)
Receive and file ECHO’s FY 23-24 third quarter report and direct staff to disburse payment in the amount of $55,500; direct staff to disburse funds in the amount of $55,500 upon ECHO’s submission of their final report to staff at the end of the FY 23-24 fourth quarter period; and approve the Second Amendment to the ECHO SMOU extending funding for FY 24-25 and FY 25-26 for a total of $444,000.
Attachments
1. ECHO FY 23-24 Third Quarter Report
2. ECHO FY 23-24 Third Quarter Financial Report
3. Supplemental MOU- City of Paso Robles and El Camino Homeless Organization
4. Second Amendment SMOU-City of Paso Robles and El Camino Homeless Organization
EL CAMINO HOMELESS ORGANIZATION
Paso Robles Campus, Quarterly Report
March 2024 - May 2024
Presented By:
Austin Solheim, Director of
Operations and Development
Empowering people in San Luis Obispo County to make
positive change by providing food, shelter, and supportive services.
Attachment 1
City of Paso Robles Funding
100% of the funding that
ECHO receives from the City
of Paso Robles goes directly
towards supporting staffing
of our Paso Robles Campus.
The funding is instrumental
in providing the services
that help those facing
homelessness transform
their lives and get back into
housing.
25%
75%
City of Paso Robles
Funds Allocated for
Staffing
The Funding Provided by the City of Paso Robles
Covers 20% of the staffing costs associated directly
with the ECHO Paso Robles Campus
Attachment 1
Paso Robles HomeKey Project
The Paso HomeKey Project is 122 total units or rooms and has two service providers, ECHO and the Housing Authority of San Luis Obispo (HASLO) HASLO Operates 81 of the units , and ECHO Operates 41 units:
• 33 Rooms are designated for ECHO's 90-Day Emergency Shelter Program • 3 Rooms are dedicated to ECHO's Night by Night Emergency Shelter Program, Community Shower Programs, and when activated the Emergency Resource Room utilized by Paso Robles PD.
• 1 Room Houses ECHO's Residential Advocate(s). Currently this is a couple with lived experience who graduated from our program and now help run our programs and offers support to clients, staff and volunteers. • 1 Room has been transitioned into a Community Food Pantry • 1 Room has been designated as a program, training, and Emergency Resource Room
• 2 Rooms have been designated for on site storage
ECHO Atascadero and Paso Robles combined
provide 130 Emergency Shelter Beds to North
County San Luis Obispo
Attachment 1
Addition of the Emergency Resource
Room
In January of 2024 ECHO also expanded services and updated our MOU with the city of Paso Robles to include an Emergency Resource room to be utilized by Paso Robles Emergency Services including Fire and Police.
This service will help aid in providing immediate shelter to an individual or family in need of this service that is engaged with our communities emergency response teams.
In 2024 the Resource Room has been activated 8 times.
ECHO is grateful for the opportunity to partner with our Emergency Services and benefit our community to the best of our ability.
Attachment 1
Quarterly Shelter Program Data
0 50
100
150
200
250
300
350
400
450
500
Total Night By Night Sheltered Individuals That Did Not Receive Room Unduplicated Individuals Served March 24 April 24 May 24 Quarterly Totals
Total Shelter Stays 2,026 2,100 2,170 6,296
Total Night by Night 156 144 150 450
Individuals That Did Not
Receive a Room 101 107 80 287
Unduplicated Individuals
Served 110 94 76 145*
Resource Room
Activation 2 1 1 4
Attachment 1
March 24 April 24 May 24 Quarterly Totals
# People Housed 4 10 10 24
# People Found
Employment 4 9 6 19
Quarterly Documented Success
These Numbers reflect success from only the
ECHO Paso Robles Campus
In 2023 through both ECHO campuses 201 Individuals and Families with children were housed. Over 90% of those individuals remain housed in our community
Attachment 1
March 24 April 24 May 24 Quarterly Totals
Dinners Served 2,851 2,886 2,890 8,627
Showers Provided 190 201 293 684
Food Bags Given 450 450 450 1,350
Referrals to Mental
Health 5 4 1 10
Referrals to Drug/Alcohol 0 2 0 2
Referrals to Other
Resources 14 17 12 43
Laundry Service On-site 140 140 140 420
Additional ECHO Program and Referral Data
Attachment 1
Additional
Programs and
Services
Attachment 1
ECHO’s Good Neighbor program has been in full effect, with Residents of the 90-Day Program, working with staff weekly to clean up trash in the Black Oak Corridor including adoption of the street and surrounding area.
March 2024: 17 Bags of Trash Collected
April 2024: 11 Bags of Trash Collected
May 2024: 14 Bags of Trash Collected
Quarterly Total: 42
ECHO has collected roughly 1,460 lbs. of trash in 2024
We have also moved our neighborhood collaboration meetings to a biannual schedule. Our last meeting was 6.13.24 with 1 community member in attendance.
We received no calls on our 24 hour line during this quarter.
Neighborhood Collaborations
Attachment 1
Additional Services
Programs and Services Provided
Program Highlights:
We have recently started onsite NA meetings on site to help bring more support and services directly to our clients.
Our programs include a mix of education, workforce
development, resource and well being.
W e e kly/ Bi W e e kly Mo n t h ly/ As Ne e d e d
• Cal FRESH
assistanceDepartment of
Social Services
• Covid 19, Influenza
vaccine clinics
• Clean Slate
Program
• Free Cell Phone Service
• Onsite mental health
evaluations- TMHA
• Haircuts
• Substance Abuse
Education
• NA Meetings
• Doctor
Evaluation &
Referrals
• Arts and Crafts
• Story and
Game times
Attachment 1
Success Stories
Cory
When we last shared Cory's story, he had just
embarked on a new chapter, securing employment
and setting his sights on finding stable housing.
Cory's path to this point has been marked by
countless challenges and obstacles. Cory came to
ECHO with a hope and determination to change his
life around. With that motivation he was set on
changing his life.
He heard of ECHO and decided to seek out
resources, arriving with only a backpack to his
name and a perseverance to succeed. While being
in the 90-Day program, as you all saw months ago,
Cory got a job! Soon after that he got a second job
and was able to save every bit of money that he
had. With that money saved, he was finally able to
buy his first car in 11 years!
We are happy to announce that Cory has signed his
very first lease for the first time in his life and it’s also the first place that is all his own!
Attachment 1
Success Stories
Steven, Cassidy
and Hanna
Meet Steven, Cassidy & their dog Hanna!
Before joining the Emergency 90-day program,
Cassidy and Steven were experiencing
homelessness. Cassidy juggled multiple jobs
while living in and out of her car, including
providing in-home support services. Once in
our 90-day program, she finally got the muchneeded surgery she needed. She was grateful the timing worked out for her to enter our
stable program to rest and recover, with her
loyal service dog Hanna by her side and Steven
helping during her recovery.
During their time in the program, Cassidy recovered quickly, with Steven's support, she healed and they both jumped back into the workforce. Steven quickly found a job while they balanced shifts and ensured Hanna was cared for.
We're thrilled to announce that Steven, Cassidy, and Hanna have moved into their own place! Steven shared, "The next stages of my life lead me to where I am now, graduating this great program at ECHO... proving to society that redemption is possible." Attachment 1
March 2024
April 2024
3/1 Reiki Healing Workshop Reiki healing through energy work 5 3/4 Painting with Mary Introduction to painting techniques with Mary 3 3/4 Dr. Kenney Medical evaluations, referrals, and first aid 3 3/5 Testing, results, and treatment for STDs, STIs, ect. N/A 3/5 SLO Bangers Needle exchange, education and HIV testing N/A 3/6 ERS & DSS Support Employment resource Specialist & Department of Social Services N/A 3/8 Haircuts by Melanie Free haircuts for anyone who needs it 8 3/11 Dr. Kenney Medical evaluations, referrals, and first aid 3 3/12 California Lifeline and ACP Free phone, cellular, and internet services N/A 3/12 SLO Bangers Needle exchange, education and HIV testing N/A 3/12 Camp Ocean Pines Bring their animal ambassadors to interact with clients N/A 3/13 Eckerd's Connects Job resume building, interviews, internships, Job applications, certificates, one on one coaching, ect. 3 3/13 THMA Mental Health services and Education 2
3/16 Cal Poly Concert Truck Musical performance by classical concert pianists 20 3/18 Dr. Kenney Medical evaluations, referrals, and first aid 5 3/18 Raising A reader An interactive storytime & crafttime 0 3/19 SLO Bangers Needle exchange, education and HIV testing N/A 3/20 Laundry Program Laundry program for nightly clients N/A 3/20 TMHA Mental Health services and Education N/A
3/21 SafeLink Free Phones Assisting clients with free phones and services 10 3/25 Wind Chimes w/ Marqeussa Creating and decorating wind chimes 6 3/25 Dr. Kenney Medical evaluations, referrals, and first aid 3 3/26 CA Life Line w/ Ezekial Assiting clients with free phones and services N/A 3/26 SLO Bangers Needle exchange, education and HIV testing N/A 3/27 Laundry Program Laundry program for nightly clients 4 3/27 Parenting Conversations Discover strong and healthy solutions for specific parenting challenges 3 3/29 SafeLink Phones Assisting clients with free phones and services 3 3/29 Raising A Reader An interactive storytime & crafttime 2 4/1 Painting with Mary Introduction to painting techniques with Mary 2 4/1 Dr. Kenney Medical evaluations, referrals, and first aid 3 4/2 SLO Bangers Needle exchange, education and HIV testing N/A 4/3 Laundry Program Laundry program for nightly clients N/A 4/3 TMHA Mental Health services and Education N/A
4/4 SafeLink Phones Assisting clients with free phones and services 4 4/5 Reiki Healing Workshop Reiki healing through energy work 2 4/6 Miniature Farm Animal Visit Therapy animals are brought on site for interactive time with residents 12 The Center for Health & Prevent
Attachment 1
4/8 Dr. Kenney Medical evaluations, referrals, and first aid 5 4/8 Raising A Reader An interactive storytime & crafttime 2 4/9 Woods Outreach Woods visited to share pet food and supplies and info on vaccine clinics 5 4/9 Camp Ocean Pines Bring their animal ambassadors to interact with clients 5 4/9 SLO Bangers Needle exchange, education and HIV testing N/A 4/10 Laundry Program Laundry program for nightly clients 1 4/10 Eckerd Connects Job resume building, interviews, internships, Job applications, certificates, one on one coaching, ect. N/A 4/15 Painting with Mary Introduction to painting techniques with Mary 4 4/15 Dr. Kenney Medical evaluations, referrals, and first aid 3 4/16 SLO Bangers Needle exchange, education and HIV testing N/A 4/17 Laundry Program Laundry program for nightly clients N/A 4/17 TMHA Mental Health services and Education N/A
4/22 Dr. Kenney Medical evaluations, referrals, and first aid 3 4/23 SLO Bangers Needle exchange, education and HIV testing N/A 4/24 Laundry Program Laundry program for nightly clients 4 4/24 Parenting Conversations Discover strong and healthy solutions for specific parenting challenges 2 4/27 NA Meeting Weekly NA Meeting 1
4/29 Tie Dye w/ Marquessa Marquessa led a tie dye session. 6 4/29 Dr. Kenney Medical evaluations, referrals, and first aid 3 4/29 Raising a Reader An interactive storytime & crafttime 2 4/30 SLO Bangers Needle exchange, education and HIV testing N/A 5/1 Laundry Program Laundry program for nightly clients N/A 5/1 TMHA Mental Health services and Education N/A
5/1 ERS & DSS Support Employment resource Specialist & Department of Social Services N/A 5/3 Reiki Healing Workshop Reiki healing through energy work 1 5/4 NA Meeting Weekly NA Meeting 2
5/6 Painting with Mary Introduction to painting techniques with Mary 4 5/6 Dr. Kenney Medical evaluations, referrals, and first aid 3 5/6 SLO Bangers Needle exchange, education and HIV testing N/A 5/8 Laundry Program Laundry program for nightly clients N/A 5/8 Eckerd's Connects Job resume building, interviews, internships, Job applications, certificates, one on one coaching, ect. N/A 5/9 Floral Arrangement Class A program that taught how to do floral arrangements 8 5/10 Raising a Reader An interactive storytime & crafttime 2 5/11 NA Meeting Weekly NA Meeting 0
5/13 Dr. Kenney Medical evaluations, referrals, and first aid 4 5/14 SLO Bangers Needle exchange, education and HIV testing 6 5/15 Laundry Program Laundry program for nightly clients 8 May 2024
Attachment 1
5/15 TMHA Mental Health services and Education 0
5/20 Dr. Kenney Medical evaluations, referrals, and first aid 3 5/21 SLO Bangers Needle exchange, education and HIV testing 5 5/22 Laundry Program Laundry program for nightly clients 6 5/22 Parenting Conversations Discover strong and healthy solutions for specific parenting challenges 3 5/25 NA Meeting Weekly NA Meeting 4
5/27 Haircuts by Melanie Free haircuts for anyone who needs it 6 5/28 SLO Bangers Needle exchange, education and HIV testing 4 5/29 Laundry Program Laundry program for nightly clients 4 5/29 TMHA Mental Health services and Education 1
5/30 Paso Public Health Department Paso Robles Public Health Department talks to clients and helps refer them to services that they offer 8 5/30 Adventure Love Improv Night An Improv night for Adults and families teaching them fun acting skills 5 Attachment 1
3/3/23 Black Oak Corridor 4
3/9/23 Black Oak Corridor 2
3/17/23 Black Oak Corridor 4
3/23/23 Black Oak Corridor 3
3/31/23 Black Oak Corridor 4
4/7/23 Black Oak Corridor 2
4/13/23 Black Oak Corridor 2
4/21/23 Black Oak Corridor 4
4/27/23 Black Oak Corridor 1
5/5/23 Black Oak Corridor 2
5/10/23 Black Oak Corridor 2
5/15/23 Black Oak Corridor 3
5/25/23 Black Oak Corridor 1
Attachment 1
ECHO Quarterly Neighborhood Stakeholder Meeting Notes
Black Oak Drive Corridor
Date: 6.13.2024
Time: 2pm-2:40pm
Location: 1134 Black Oak Drive
In attendance : John Hamon, Angelica Fortin, Wes Harmon, Wendy Lewis, Austin Solheim, Stephanie Potter
Meeting Agenda
Meeting Objective: The objective of this meeting is to gather neighborhood stakeholders, city officials, and representatives from the local homeless shelter to collaboratively problem-solve issues that the shelter and the community may be facing. We aim to foster open communication and find mutually beneficial solutions to address concerns and ensure a harmonious neighborhood environment.
Overview of El Camino Homeless Organization (ECHO)
● Services offered
o Emergency Shelter Beds
▪ Night by Night - 5 beds
▪ 90-Day Program - 65 beds
▪ Resource Room - 1 bed but can be used for a family
o Nightly Meal Program- Monday - Saturday from 5pm-6pm and on Sundays from 4pm-5pm
o Community Shower Program - Monday - Friday from 3:30pm-5pm o Community Trash Pick Up and Adopt The Street Program with EarthShine ▪ 73 30 Gallon Trash Bags Collected in 2024
Attachment 1
● Roughly 1,460 lbs. of trash
● These have all been collected from our clients on all of Black Oak Drive. They really make an effort to make sure that all trash is picked up along the entire street.
o Drop-In Day Services Pilot Program
▪ Cooling Center- We’ve been opening the cooling center whenever we get over 90 degrees. We typically open our training room around 10am. We make sure to have the AC on, water, and a movie playing for them. o Resource room partnership with Paso Robles Emergency Services ▪ Utilized 7 times in 2024. We have seen several individuals that end up continuing services from us and utilizing our nightly rooms and applying for the 90 day program. They’ve continued to also access resources for dinners and showers.
o Programs: TMHA, Haircuts, onsite and offsite recovery programs, Clean Slate Program, NA program, Public Health Department Outreach, Laundry, Financial Literacy, Doctor visits, Camp Ocean Pines, California Lifeline, Workforce Development, and more
- New meeting schedule (Biannual)
o Next meeting will be in January of 2025
In the year 2024 so far we have housed 108 individuals & families! Last year was our most successful year and we are outpacing it.
- Community concerns:
- Wes : If someone is experiencing mental health problems on our site, can we call you for help?
- Austin: You can definitely call us and if we have the staff then we'll come out. PASO PD is a great resource too. They'll bring them over to ECHO and help them with what they need. We don't have any phycologist or Attachment 1
therapist here but we're a safe place and we are able to give referrals and offer the space for them to meet.
- Officer Hamon, You can also call PD and request the CAT team. - Wes: Behind my hotel is a giant dirt lot, there have been a lot of unhoused people who have set up there. I just wanted to check in and see if it’s on ECHO’s radar. -Austin: It is now. I’ll check in with our outreach case manager and let her know to go check in. Thank you.
- Wes: Other than that the street looks great!
- Wendy - The initiative for ECHO to adopt the street is all supported by the city. They bring the bags for us to use and even come out to pick up the trash. It’s truly amazing! - Angelica: You've mentioned that you’ve opened up the cooling center. Would you ever consider doing a warming shelter again?
- Wendy - It is a vital resource, but with our growth we had to let it go in order to have quality work at ECHO in order to have so many success stories. We always want to look back on it when we are able. We’re currently expanding the ECHO in Atascadero; adding 20 beds, laundry services, and more meeting spaces.
- John: When are showers?
- Austin - Monday - Friday from 3:30pm-5pm
- John:When is Laundry?
-Austin: Wednesday from 3pm-5pm. We will also be opening up an additional day on Thursday’s.
-Wes - What is camp ocean pines?
Wendy - It’s a camp that overlooks the ocean. When I first came to ECHO, the director of Camp Ocean Pines wanted to collaborate and started bringing out their animals every month. They come out monthly to both locations.
Attachment 1
-Wes: WIll you ever think about expanding from dinner to include breakfast and lunch? We’ll sometimes get people who come in and are looking for breakfast items. -Austin: We currently provide breakfast, lunch and dinner to all of our residents. We also have To-Go bags from the SLO Food bank that we can give out, as well as connecting them with other food pantries around here. We have a small pantry here but can give food out when someone needs them. You can refer them to come here. -Wes: We are hiring for part time maintenance. If any of your residents are looking for work, tell them to ask for Wes. I’ll interview them on the spot.
-Angelica: I really appreciate you always putting the people first and their needs. Thank you for that.
Closing Remarks:
- Austin shared our recent ECHO Sunday Success Stories, Kelly. If you haven’t read it you can go onto our social media pages and find it. We’ll also have our number of those we’ve helped house updated on our website if you ever want to take a look.
Next Meeting:
- January 2025
Attachment 1
Steven, Cassidy and Hanna
Meet Steven, Cassidy & their dog Hanna!
Before joining the Emergency 90-day
program, Cassidy and Steven were
experiencing homelessness. Cassidy juggled
multiple jobs while living in and out of her
car, including providing in-home support
services. Once in our 90-day program, she
finally got the much-needed kidney surgery
she needed. She was grateful the timing
worked out for her to enter our stable
program to rest and recover, with her loyal
service dog Hanna by her side and Steven
helping during her recovery.
During their time in the program, Cassidy recovered quickly, with Steven's support, she healed and they both jumped back into the workforce. Steven quickly found a job while they balanced shifts and ensured Hanna was cared for. With the help of their case manager, they learned how to save diligently with money management skills. They embraced stability and grew confident at their prospects of finding their own home.
We're thrilled to announce that Steven, Cassidy, and Hanna have moved into their own place! Steven shared, "The next stages of my life lead me to where I am now, graduating this great program at ECHO... proving to society that
redemption is possible."
Attachment 1
Cory
Today, we are delighted to bring you an uplifting update on one of our remarkable individuals who was a previous Sunday Success Story at ECHO. When we last shared Cory's story, he had just embarked on a new chapter, securing employment and setting his sights on finding stable housing.
Cory's path to this point has been marked by countless
challenges and obstacles. Cory came to ECHO with a
hope and determination to change his life around.
When he was only 11 years old, he joined a gang and
that led to a life of incarceration. He reflects back and recounts how it saved his life in the long run because he is determined to never go back.
With that motivation he was set on changing his life.
He heard of ECHO and decided to seek out resources,
arriving with only a backpack to his name and a
perseverance to succeed. While being in the 90-Day
program, as you all saw months ago, Cory got a job!
Soon after that he got a second job and was able to save every bit of money that he had. With that money saved,
he was finally able to buy his first car in 11 years!
Cory and his case manager Ariel applied for several different housing opportunities. Even through times of discouragement, they never gave up. Cory shares how much Ariel supported him and taught him; even teaching him how to send emails, how to do job interviews, how to be patient and so much more!
We are happy to announce that Cory has signed his very first lease for the first time in his life and it’s also the first place that is all his own!
Attachment 1
Date Time Received Time Returned Handled By What Call Was Regarding Attachment 1
ADMINIST
RATION ARPA
ECHOPaso
Robles
Fundraisi
ng HHAP-1 HHIP Home Key PLHA Program SB 1090 TOTAL
Income
40000 Operating Income 0.00
4000 Grants 0.00
4010 GOVERNMENT
GRANTS 0.00
4025 PLHA Grant 134,822.00 134,822.00
4032 HHAP Grant 31,568.12 31,568.12
4035 SB 1090 73,224.97 73,224.97
Total 4010
GOVERNMENT GRANTS $ 0.00 $ 0.00 $ 0.00 $ 0.00 $31,568.12 $ 0.00 $ 0.00 $134,822.00 $ 0.00 $73,224.97 $ 239,615.09 4050 Non Government
Grants 0.00
4057 Other Grants 55,500.00 25,775.00 81,275.00
Total 4050 Non
Government Grants $ 0.00 $ 0.00 $55,500.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 25,775.00 $ 0.00 $ 81,275.00 Total 4000 Grants $ 0.00 $ 0.00 $55,500.00 $ 0.00 $31,568.12 $ 0.00 $ 0.00 $134,822.00 $ 25,775.00 $73,224.97 $ 320,890.09 4100 FUND RAISING
INCOME 0.00
4103 Empty Bowl 32,384.00 32,384.00
Empty Bowl Donations 500.00 500.00
Total 4103 Empty Bowl $ 0.00 $ 0.00 $ 0.00 $32,884.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 32,884.00 4107 Turkey Trot 1,250.00 1,250.00
4120 Newsletter Income 25.00 25.00
4157 Event
Participation/Donations 2,565.00 2,565.00
4162 Kiwanis
Winemaker Dinner 0.00
Total 4100 FUND RAISING
INCOME $ 0.00 $ 0.00 $ 0.00 $36,699.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 25.00 $ 0.00 $ 36,724.00 4200 CONTRIBUTIONS 375.00 375.00
4207 Direct
Mail/Envelopes 2,157.50 2,157.50
El Camino Homeless Organization
Profit and Loss by Class
March - May, 2024
Attachment 2
4210 Ecumenical
Donations 2,122.01 2,122.01 4220 Business
Donations 1,500.00 3,375.00 4,875.00 4230 Individual
Donations 47,520.35 47,520.35
4240 Civic/Non Profit
Organizations 1,262.89 1,262.89 Total 4200
CONTRIBUTIONS $ 0.00 $ 0.00 $ 0.00 $ 3,657.50 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 54,655.25 $ 0.00 $ 58,312.75 Total 40000 Operating
Income $ 0.00 $ 0.00 $55,500.00 $40,356.50 $31,568.12 $ 0.00 $ 0.00 $134,822.00 $ 80,455.25 $73,224.97 $ 415,926.84 4524 In-Kind Contributions 537.75 225.00 762.75
4900 OTHER INCOME 0.00
4905 Interest 9,090.40 9,090.40
Total 4900 OTHER INCOME $ 9,090.40 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 9,090.40 4906 Dividends 773.83 773.83
Total Income $ 9,864.23 $ 0.00 $55,500.00 $40,894.25 $31,568.12 $ 0.00 $ 0.00 $134,822.00 $ 80,680.25 $73,224.97 $ 426,553.82 Gross Profit $ 9,864.23 $ 0.00 $55,500.00 $40,894.25 $31,568.12 $ 0.00 $ 0.00 $134,822.00 $ 80,680.25 $73,224.97 $ 426,553.82 Expenses
5000 ADMINISTRATIVE
EXPENSES 0.00
5010 Conferences &
Training 141.50 40.00 35.00 216.50
5011 Admin
Meals/Appreciation/Outreach 1,538.88 38.00 88.33 1,665.21 5020 Dues, Fees,
Memberships 3,524.36 184.00 135.00 100.01 3,943.37
5030 Insurance 0.00
5031 Employee Health 1,396.22 403.00 4,767.02 47.78 827.80 7,441.82 5035 D & O Insurance 1,020.58 1,020.58
5036
Liability/Prop/Umbrella
Insurance 1,205.27 1,648.70 1,607.29 3,731.23 8,192.48
Total 5030 Insurance $ 1,205.27 $ 1,648.70 $ 1,396.22 $ 0.00 $ 403.00 $ 0.00 $ 6,374.31 $ 47.78 $ 5,579.61 $ 0.00 $ 16,654.88 5050 Office Supplies &
Services 1,135.66 1,754.66 1,601.13 599.04 5,090.49 5070 Professional Charges 3,664.25 99.84 75.21 596.04 432.61 2,165.69 282.28 7,315.92 5075 Bank Charges 11,461.75 11,461.75
5080 Payroll 0.00
5085 Wages 10,851.83 54,338.07 21,624.81 8,176.21 64,784.64 47,020.45 6,882.46 30,683.92 244,362.39 5090 Payroll Tax Expense 830.17 4,313.37 625.49 4,790.03 3,593.65 527.37 2,544.38 17,224.46 Attachment 2
5095 Workers Comp Exp 4,050.25 4,050.25
5096 401K - Admin fees 943.85 943.85
Total 5080 Payroll $ 4,994.10 $ 11,682.00 $58,651.44 $ 0.00 $21,624.81 $ 8,801.70 $ 69,574.67 $ 50,614.10 $ 7,409.83 $33,228.30 $ 266,580.95 Total 5000
ADMINISTRATIVE EXPENSES $ 27,665.77 $ 15,185.20 $60,047.66 $ 222.00 $22,027.81 $ 8,876.91 $ 78,409.48 $ 51,793.54 $ 15,190.12 $33,510.58 $ 312,929.06 5100 FUNDRAISING
EXPENSES 0.00
5113 Empty Bowl 1,457.52 1,457.52
5160 Publicity/Promotion 1,463.25 1,463.25
Total 5100 FUNDRAISING
EXPENSES $ 0.00 $ 0.00 $ 0.00 $ 2,920.77 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 2,920.77 5200 PROGRAM EXPENSES 0.00
5300 FOOD SERVICE 0.00
5310 Food 2,198.26 230.78 372.74 2,801.78 Total 5300 FOOD SERVICE $ 0.00 $ 2,198.26 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 230.78 $ 372.74 $ 0.00 $ 0.00 $ 2,801.78 5400 SHELTER SERVICES 0.00
5442 General Supplies &
Materials 16,628.44 87.56 2,089.22 18,805.22
Total 5400 SHELTER
SERVICES $ 0.00 $ 16,628.44 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 87.56 $ 2,089.22 $ 0.00 $ 0.00 $ 18,805.22 5500 CLIENT SERVICES 0.00
5560 Miscellaneous
Assistance 0.00
5572 Direct Aid 811.42 44.50 855.92
Total 5560
Miscellaneous Assistance $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 811.42 $ 44.50 $ 0.00 $ 0.00 $ 855.92 5562 Children's/Client
Enrichment 105.73 9.24 114.97 5605 Housing
Assistance 0.00
5610 Security Dep &
Rental Assist 3,571.00 3,571.00
Total 5605 Housing
Assistance $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 3,571.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 3,571.00 5725 TRANSPORTATION
& Communication 0.00 5730 Local Bus
Tickets 4,740.00 4,740.00
5740 Client Gas 875.00 372.93 1,247.93
5745 Staff Vehicle
Expense 275.76 1,299.89 57.89 57.01 319.59 2,010.14
Attachment 2
Total 5725
TRANSPORTATION &
Communication $ 275.76 $ 2,174.89 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 57.89 $ 4,797.01 $ 692.52 $ 0.00 $ 7,998.07 Total 5500 CLIENT
SERVICES $ 275.76 $ 2,280.62 $ 0.00 $ 0.00 $ 0.00 $ 3,571.00 $ 878.55 $ 4,841.51 $ 692.52 $ 0.00 $ 12,539.96 Total 5200 PROGRAM
EXPENSES $ 275.76 $ 21,107.32 $ 0.00 $ 0.00 $ 0.00 $ 3,571.00 $ 1,196.89 $ 7,303.47 $ 692.52 $ 0.00 $ 34,146.96 7000 Physical Plant 0.00
7010 Building/Grounds
Maintenance & Repair 6,396.94 70.00 221.05 6,687.99
7015 Property Taxes 0.00
7020 Vehicle Repairs &
Maintenance 0.00
7030 Utilities 0.00
7031 Gas 1,299.58 1,299.58
7032 Electricity 0.00
7033 Water/Sewer 2,053.91 2,053.91
7034 Telephone &
Internet Service 1,562.28 576.43 1,457.95 3,596.66 7036 Waste Management 1,654.12 827.06 2,481.18
Total 7030 Utilities $ 0.00 $ 6,569.89 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 1,403.49 $ 0.00 $ 1,457.95 $ 0.00 $ 9,431.33 Total 7000 Physical Plant $ 0.00 $ 12,966.83 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 1,473.49 $ 221.05 $ 1,457.95 $ 0.00 $ 16,119.32 Total Expenses $ 27,941.53 $ 49,259.35 $60,047.66 $ 3,142.77 $22,027.81 $ 12,447.91 $ 81,079.86 $ 59,318.06 $ 17,340.58 $33,510.58 $ 366,116.11 Net Operating Income -$ 18,077.30 -$ 49,259.35 -$ 4,547.66 $37,751.48 $ 9,540.31 -$12,447.91 -$ 81,079.86 $ 75,503.94 $ 63,339.67 $39,714.39 $ 60,437.71 Other Expenses
0.00 8008 Donated Advertising &
Promotion 537.75 537.75
0.00 0.00
Total Other Expenses $ 0.00 $ 0.00 $ 0.00 $ 537.75 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 537.75 Net Other Income $ 0.00 $ 0.00 $ 0.00 -$ 537.75 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 -$ 537.75 Net Income -$ 18,077.30 -$ 49,259.35 -$ 4,547.66 $37,213.73 $ 9,540.31 -$12,447.91 -$ 81,079.86 $ 75,503.94 $ 63,339.67 $39,714.39 $ 59,899.96 Attachment 2
Gray Cells = Other expenses & income for the ECHO, Paso Robles Emergency Shelter I hearby certifiy that I have examined this report and that the statements made and the figures shown herin and in any accompanying schedules are, to the best of my knowledge and belief, a true and complete financial statements, made in good faith for the period stated. .
. __Mimi Rodriguez___ 06.24.2024
. . . signature
date
Budget Narrative
The budget above shows all expenses and income received for the ECHO, Paso Robles Emergency Shelter during the third quarter, of the second year, of the City of Paso Robles grant award (March - May 2024). During this quarter, ECHO fundraised $426,553.80 for the Paso Robles Shelter though grants, events, and community donations. The total expenses for the ECHO, Paso Robles Shelter was $366,116.10. This leaves ECHO with a current surplus of $59,899.96 at the end of the quarter. Many of ECHO's grants are similar to the City of Paso Robles Grant award in that the funds are awarded as a reimbrusement after expenses occur.
Because of these grant processes, ECHO's budget will fluxuate between having a surplus or deficit of funds throughout the year.
Budget Key:
Green Cells = Expenses and income for the City of Paso Robles Grant Award Blue Cells = Total expeneses & income for ECHO, Paso Robles Emegrency Shelter Attachment 2
SUPPLEMENTAL FUNDING MEMORANDUM OF UNDERSTANDING
BY AND BETWEEN
THE CITY OF EL PASO DE ROBLES AND EL CAMINO HOMELESS ORGANIZATION This Supplemental Funding Memorandum of Understanding by and between the City of El Paso de Robles (the CITY), and El Camino Homeless Organization (ECHO), is entered into as of August 16, 2022.
RECITALS
A. The City, ECHO, Peoples Self Help Housing and the Housing Authority of San Luis Obispo entered into a Memorandum of Understanding, dated January 19, 2021 MOU fund certain efforts related to homeless services and the opening of a Project Homekey facility in the City; and
B. ECHO has been operating shelter services for approximately 18 months; and C. ECHO has requested additional funding from the City to address certain funding shortfalls ECHO anticipates incurring in Fiscal Year 2022/23 and 2023/24; and D. City desires to provide additional funding to ECHO under certain terms and conditions as provided for in this SMOU.
NOW, THEREFORE, in consideration of the foregoing recitals, mutual covenants and conditions contained herein and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows:
1. Incorporation of Recitals. The Recitals of facts set forth above are true and correct and are incorporated into this SMOU in their entirety by this reference.
2. Effective Date of this SMOU: This SMOU shall become effective on the first date upon which all : (a) execution of this SMOU by
ECHO; and (b) formal approval of this SMOU by the City.
3. ECHO Obligations. Prior to the first quarterly payment of funds by the City to ECHO:
a. ECHO will continue to provide not less than 50 temporary shelter beds for the homeless population, as well as case management services and life-skill classes.
b. In recognition of the potential challenges to neighboring businesses associated with feeding and sheltering large numbers of individuals, ECHO shall establish a pilot program, to run for the duration of this MOU, to mitigate the departure impacts and potential negative activities of guests from the ECHO Paso Robles facility so as not to overwhelm neighboring businesses. c. ECHO shall offer programs at the Paso Robles facility at least 4-hours per day Monday through Friday, during daytime hours, to engage clients in productive activities that support the facility and encourage positive client behavior and neighbor interactions.
Attachment 3
d. ECHO shall provide detailed quarterly financial and expense reports to the City for the Paso Robles facility.
e. ECHO shall provide quarterly operations reports to the City, including but not limited to the number of clients receiving meals, nightly shelter, laundry and shower services, direct aid expenses, all professional services such as mental health referrals, case management services, permanent housing placement, and number of unsheltered homeless.
f. ECHO shall form a Community Stakeholder Committee (CSC) to include local business owners, Paso Robles Police Department staff, Paso Robles Emergency Services staff, ECHO staff, and City Council liaisons. ECHO shall host and oversee CSC meetings on a quarterly basis or more frequently as requested by the City, ECHO, and/or stakeholders to report on operations, provide statistical information, discuss community concerns, and work on strategies for the future of ECHO and addressing homelessness in Paso Robles.
g. ECHO shall make available to stakeholders a 24-hour telephone line for reporting of urgent issues that may arise between quarterly meetings. Calls to said line shall be responded to within sixty (60) minutes. All calls are to be logged as to issue and resolution and logs shall be included in quarterly reports.
h. ECHO shall communicate with clients daily about proper community behavior; specifically addressing potential negative behaviors impacting neighboring businesses.
i. ECHO shall document its continued efforts to increase the frequency of visits and number of onsite mental health counselors. Progress in this area shall be included in quarterly reports to the City.
j. ECHO shall maintain its agreement with HASLO for ownership and operation of temporary housing.
k. Subject to all applicable laws and consistent with the requirements for funding sources used for development and operations of the Project, ECHO shall give a preference in the occupancy of the temporary units in the Project to eligible households who live or work in the City of Paso Robles, to the extent allowed by law.
l. In recognition that the City only anticipates providing a one-time funding allocation to ECHO during the 2022-2024 budget cycle, ECHO shall seek all relevant grants and funding opportunities in support of ECHO Paso Robles, documenting these efforts and all funding streams in quarterly reports to the City.
4. City Obligations.
a. Upon satisfaction of ECHO Obligations, above,
discretion, City will provide $55,500 in quarterly payments for a total Attachment 3
contribution of $222,000 in fiscal year 2022-2023. If all conditions precedent have been satisfied payments shall be made within 30 days. b. Provided ECHO has continued to satisfy the ECHO Obligations, above, to City will provide $55,500 in quarterly
payments for a total contribution of $222,000 in fiscal year 2023-2024. If all conditions precedent have been satisfied payments shall be made within 30 days.
5. Conflicts between this SMOU and the MOU. ECHO acknowledges and agrees that there is overlap between the obligations under this SMOU and the MOU. ECHO shall at all times be in compliance with both documents. To the extent that there is conflict between the obligations in this SMOU and the MOU, ECHO shall perform and comply with the more restrictive or onerous requirements. If ECHO is unsure of their obligations, ECHO shall immediately contact City for clarification.
6. Principal Contacts. The Principal Contacts for each one of the organizations is:
City: Ty Lewis
City Manager
City of Paso Robles
1000 Spring Street, Paso Robles, CA 93446
[email protected]
Office (805) 237-3888
ECHO: Wendy Lewis, President and CEO
El Camino Homeless Organization
6370 Atascadero Avenue
Atascadero, CA 93422
Office (805) 792-0090
Such Principal Contacts may be changed in writing from time to time by each Party.
Dispute Resolution. The Parties hereby agree that, in the event of any dispute between the Parties relating to this MOU, the Parties shall first seek to resolve the dispute through informal discussions. In the event any dispute cannot be resolved informally within sixty (60) calendar and consecutive days, the Parties agree that the dispute will be negotiated between the Parties through mediation with a mediator selected by the Parties. The costs of mediation shall be shared equally by the Parties. No Party waives its legal rights to adjudicate this Agreement in a legal forum if the Parties are unable to agree upon a mediator. The Parties further understand and acknowledge that nothing in this MOU precludes the City from taking any actions necessary to preserve the public health and safety or pursue applicable remedies under State law or the Paso Robles Municipal Code related to the Project.
Attachment 3
8. Mutual Cooperation. The Parties hereto agree that they will each cooperate with the other, and shall provide such information and documentation as is reasonably necessary to fulfill the intent of this MOU, and shall make diligent response to inquiries and requests for information from the other Partner. The Parties agree to provide all project-related information and documents as requested by the other Party, the County or HCD, including all Homekey and HEAP related reporting and documentation.
9. No Third Party Beneficiaries. This MOU is intended solely for the benefit of the Parties hereto and is not intended to and does not confer any benefit to third parties.
10. No Joint Venture. Nothing in this MOU shall be deemed to create any form of business organization between the Parties, including, without limitation, a joint venture or partnership. Except as expressly provided to the contrary in this MOU, nothing contained in this MOU shall authorize or empower any Party to assume or create any obligation or liability whatsoever, express or implied, on behalf of the other Party or the Project.
11. Effect of MOU; Entire Agreement. This MOU, including all exhibits and other documents incorporated herein or made applicable by reference, if any, constitutes the entire agreement of the Parties concerning the subject matter hereof and supersedes all prior agreements, understandings and commitments, whether oral or written. Any changes, modifications or addendums to this MOU must be in writing, approved by the Parties. Nothing contained in this MOU shall be construed to require, or have the effect of requiring any Party to take any action inconsistent with any
12. Assignment And Assumption. No Party shall assign any of their interests or obligations under this MOU to any other party, without the prior written consent of the others.
13. Effect of Legal Judgements. Should any covenant, condition, or provision herein contained be held to be invalid by final judgment in any court of competent jurisdiction, the invalidity of such covenant, condition, or provision shall not in any way affect any other covenant, condition, or provision herein contained.
14. Notices. Any notices to be given pursuant to this MOU shall be in writing, and all such notices and any other document to be delivered shall be delivered by personal service or by deposit in the United States mail, certified or registered, return receipt requested, postage prepaid, and addressed to the Principal Contacts as set forth above.
15. Governing Law. This MOU shall be interpreted under and be governed by the laws of the State of California, except for those provisions relating to choice of law or those provisions preempted by federal law. This MOU is made, entered into and executed in San Luis Obispo County, California, and any action filed for the interpretation, enforcement or other action with respect to the terms, conditions or covenants referred to herein shall be filed in the applicable court in San Luis Obispo County, California.
Attachment 3
16. Costs. Each Party agrees that it shall not be liable to the other Party for any costs incurred related to the negotiation of this MOU, including attorney fees.
17. Counterparts. This MOU may be executed in counterparts, each of which shall be deemed to be an original.
18. Time is of the Essence. Time is of the essence in the performance of each and every obligation of the Parties under this MOU.
19. Drafting. Each of the Parties hereto agree that this MOU is the product of joint draftsmanship and negotiation and that should any of the terms be determined by a court, or in any type of quasi-judicial or other proceeding, to be vague, ambiguous and/or unintelligible, that the same sentences, phrases, clauses or other wordage or language of any kind shall not be construed against the drafting party in accordance with California Civil Code Section 1654, and that each such Party to this MOU waives the effect of such statute.
20. Waiver. No failure of a Party hereto to exercise any right or power given it hereunder, or to insist upon strict compliance by another Party of any obligation hereunder, and no custom or practice at variance with the terms hereto, shall terms hereof..
21. Headings. The headings used in this MOU are solely for convenience of reference and shall not constitute a part of this MOU, nor shall they affect the meaning, construction or effect of any provision thereof.
22. Authority. Each of the Parties and its officers executing this MOU represents and warrants to the other Party that they have the requisite legal authority to enter into this MOU.
[SIGNATURES BEGIN ON FOLLOWING PAGE]
Attachment 3
SUPPLEMENTAL FUNDING MEMORANDUM OF UNDERSTANDING
BY AND BETWEEN
THE CITY OF EL PASO DE ROBLES AND EL CAMINO HOMELESS ORGANIZATION IN WITNESS WHEREOF, the Parties have executed this Memorandum of Understanding as of the date first above written.
The City of El Paso de Robles, a municipal corporation
By: _________________________
Name: Ty Lewis
Its: City Manager
El Camino Homeless Organization
By: _________________________
Name: ________________
Its: ________________
Attachment 3
Attachment 3
82474.01000\41840999.1
FIRST AMENDMENT TO
SUPPLEMENTAL MEMORANDUM OF UNDERSTANDING
BY AND BETWEEN
THE CITY OF EL PASO DE ROBLES AND EL CAMINO HOMELESS ORGANIZATION This First Amendment to the Supplemental Funding Memorandum of Understanding First Amendment by and between the City of El Paso de Robles (the CITY), and El Camino Homeless Organization (ECHO), is entered into as of , 202 . RECITALS A. The City, ECHO, Peoples Self Help Housing and the Housing Authority of San Luis Obispo entered into a Memorandum of Understanding, dated January 19, 2021 MOU fund certain efforts related to homeless services and the opening of a Project Homekey facility in the City; and
B. On or about August 16, 2022, the City and ECHO entered into a Supplemental Memorandum of ; and
C. ECHO has been operating shelter services for approximately 33 months; and D. The City and ECHO now desire to amend the SMOU to revise the responsibilities in connection with ECHO operations, pursuant to this First Amendment.
NOW, THEREFORE, in consideration of the foregoing recitals, mutual covenants and conditions contained herein and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows:
1. Incorporation of Recitals. The Recitals of facts set forth above are true and correct and are incorporated herein, in their entirety, by this reference.
2. Modification to Section 3(a) of SMOU. Section 3(a) is amended and replaced as follows:
will continue to provide 45 temporary shelter beds for its 90 day program, as well as 5 temporary shelter beds for its nightly lottery program. ECHO will provide 1 nightly single occupancy crisis room available exclusively for placement by Paso bles , provided that the placement is made no later than midnight and the individual to be placed meets the behavior criteria of ECHO. The placement of couples or families are not guaranteed, but shall be contingent upon what is required of ECHO by its insurance as well as the availability of additional ECHO staff, if applicable.
3. Modification to Section 3(f) of SMOU. Section 3(f) is amended and replaced as follows:
ECHO shall form a Community Stakeholder Committee (CSC) to include local business owners, Paso Robles Police Department staff, Paso Robles Emergency Services staff, ECHO staff, and City Council liaisons. ECHO shall host and oversee at least two CSC meetings annually to report on operations, provide statistical information, discuss community concerns, and work on strategies for the future of ECHO and addressing homelessness in Paso Robles. ECHO shall provide surrounding stakeholders with a monthly newsletter to report on operations, provide statistical information, discuss community concerns and strategies for the future of ECHO and address homelessness in Paso Robles. That monthly newsletter must include, in a conspicuous place, ECHO cont
Attachment 3
82474.01000\41840999.1
4. Other Terms and Conditions of the SMOU. All other terms and conditions of the SMOU not amended by this First Amendment remain in full force and effect.
5. Effective Date of this First Amendment to the SMOU: This First Amendment shall become :
(a) execution of this First Amendment by ECHO; and (b) formal approval of this First Amendment by the City. [SIGNATURES BEGIN ON FOLLOWING PAGE] Attachment 3
82474.01000\41840999.1
FIRST AMENDMENT TO
SUPPLEMENTAL MEMORANDUM OF UNDERSTANDING
BY AND BETWEEN
THE CITY OF EL PASO DE ROBLES AND EL CAMINO HOMELESS ORGANIZATION IN WITNESS WHEREOF, the Parties have executed this First Amendment as of the date first above written.
The City of El Paso de Robles, a municipal corporation
By: _________________________
Name: Ty Lewis
Its: City Manager
El Camino Homeless Organization
By: _________________________
Name: ________________
Its: ________________
Attachment 3
Attachment 3
SECOND AMENDMENT TO
SUPPLEMENTAL MEMORANDUM OF UNDERSTANDING
BY AND BETWEEN
THE CITY OF EL PASO DE ROBLES AND EL CAMINO HOMELESS ORGANIZATION This Second Amendment to the Supplemental Funding Memorandum of Understanding (“First Amendment”) by and between the City of El Paso de Robles (the CITY), and El Camino Homeless Organization (ECHO), is entered into as of _________, 2024.
RECITALS
A. The City, ECHO, Peoples Self Help Housing and the Housing Authority of San Luis Obispo entered into a Memorandum of Understanding, dated January 19, 2021 (the “MOU”) to fund certain efforts related to homeless services and the opening of a Project Homekey facility in the City; and
B. On or about August 16, 2022, the City and ECHO entered into a Supplemental Memorandum of Understanding (“SMOU”) attached as Exhibit “A”; and
C. On or about January 16, 2024, the City and ECHO entered into the First Amendment to the SMOU. Collectively the First Amendment and the SMOU shall be referred to as the Agreement.
D. ECHO has been operating shelter services for approximately 43 months; and E. The City and ECHO now desire to amend the SMOU to continue funding these services for an additional two year period.
NOW, THEREFORE, in consideration of the foregoing recitals, mutual covenants and conditions contained herein and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows:
1. Incorporation of Recitals. The Recitals of facts set forth above are true and correct and are incorporated herein, in their entirety, by this reference.
2. Section 4 of the Agreement is hereby amended to add Section 4(c) and (d) as follows:
a. “(c) Upon satisfaction of ECHO Obligations, above, in City’s reasonable discretion, City will provide $111,000 in biannual payments for a total contribution of $222,000 in fiscal year 2024-2025. If all conditions precedent have been satisfied payments shall be made within 30 days of ECHO’s biannual report to the City Council.
b. (d) Provided ECHO has continued to satisfy the ECHO Obligations, above, to City’s reasonable satisfaction, City will provide $111,000 in biannual payments for a total contribution of $222,000 in fiscal year 2025-2026. If all conditions precedent have been satisfied payments shall be made within 30 days of ECHO’s biannual report to the City Council.
3. Other Terms and Conditions of the Agreement. All other terms and conditions of the Agreement not amended by this Second Amendment remain in full force and effect.
4. Effective Date of this Second Amendment to the SMOU: This Second Amendment shall become effective on the first date upon which all of the following have occurred (“Effective Attachment 4
Date”): (a) execution of this Second Amendment by ECHO; and (b) formal approval of this Second Amendment by the City.
[SIGNATURES BEGIN ON FOLLOWING PAGE]
Attachment 4
SECOND AMENDMENT TO
SUPPLEMENTAL MEMORANDUM OF UNDERSTANDING
BY AND BETWEEN
THE CITY OF EL PASO DE ROBLES AND EL CAMINO HOMELESS ORGANIZATION IN WITNESS WHEREOF, the Parties have executed this Second Amendment as of the date first above written.
The City of El Paso de Robles, a municipal corporation
By: _________________________
Name: Ty Lewis
Its: City Manager
El Camino Homeless Organization
By: _________________________
Name: ________________
Its: ________________
Attachment 4