Paso Robles City Council
February 4, 2025

Exhibit A
“Assessor’s Parcel Number” means that number assigned to an Assessor’s Parcel by the County for purposes of identification.
"Attached Property" means Assessor’s Parcel of Developed Property for which Building Permits were issued for construction of a residential structure consisting of two or more Dwelling Units that share common walls, including garage walls. Dwelling Units to be included in this category shall include, but not be limited to, townhomes, condominiums, triplex units, and duplex units. “Authorized Services” means those services eligible to be funded, as defined in the Resolution of Formation and authorized to be financed by CFD No. 2022-2N pursuant to Section 53313 and Section 53313.5 of the Act. CFD No. 2022-2N shall finance Authorized Services only to the extent that they are in addition to those provided in the territory before the CFD was created and such Authorized Services may not supplant services already available within CFD No. 2022-2N when the CFD was created.
"Building Permit" means the first legal document issued by the City giving official permission for the construction of a building on an Assessor’s Parcel. For purposes of this definition and application of the Special Tax, “Building Permit” may or may not include any subsequent building permits issued or changed after the first issuance, as determined by the CFD Administrator. "CFD Administrator" means an official of the City, or designee thereof, responsible for determining the Special Tax Requirement and providing for the levy and collection of the Special Taxes. “CFD Formation” means the date on which the Council approved documents to form CFD No. 2022- 2N.
"CFD No. 2022-2N" means the City of Paso Robles Community Facilities District No. 2022-2N (Olsen/South Chandler Ranch - Services).
“City” means the City of Paso Robles.
“Consumer Price Index” means, for each Fiscal Year, the Consumer Price Index published by the U.S.

Bureau of Labor Statistics for All Urban Consumers in the Los Angeles – Long Beach – Anaheim Area, measured as of the month of December in the previous Fiscal Year. In the event this index ceases to be published, the Consumer Price Index shall be another index as determined by the CFD Administrator that is reasonably comparable to the Consumer Price Index for the Los Angeles – Long Beach – Anaheim Area.
"Council" means the City Council.
"County" means the County of San Luis Obispo.
"Detached Property" means Assessor’s Parcel of Developed Property for which Building Permits have been issued for Dwelling Units that are or are expected to be (i) each located on a separate lot designated by a Final Map, and (ii) surrounded by freestanding walls and that do not share an inside wall with any other Dwelling Unit, as determined by the CFD Administrator. "Developed Property" means, for each Fiscal Year, all Taxable Property for which a Building Permit was issued prior to May 1 of the prior Fiscal Year.

Exhibit A
“Dwelling Unit” means one residential unit of any configuration, including, but not limited to, a single-family attached or detached dwelling, condominium, mobile home, or otherwise. A casita or additional dwelling unit ("ADU") of any configuration shall not be counted as a separate dwelling unit for purposes of this Rate and Method of Apportionment. “Exempt Welfare Exemption Property” means, for each Fiscal Year, an Assessor’s Parcel that is (a) receiving a welfare exemption under subdivision (g) of Section 214 of the California Revenue and Taxation Code (or any successor statute), as indicated in the County’s assessor’s roll finalized as of January 1 of the previous Fiscal Year, and (b) exempt from the Special Tax pursuant to Section 53340(c) of the Act.
"Final Map" means (i) a final map, or portion thereof, approved by the County pursuant to the Subdivision Map Act (California Government Code Section 66410 et seq.) that creates individual lots or parcels for which Building Permits may be issued without further subdivision, or (ii) for condominiums, a final map approved by the County and a condominium plan recorded pursuant to California Civil Code Section 4285 creating such individual lots or parcels. "Fiscal Year" means the period starting July 1 and ending on the following June 30. "Land Use Class" means any of the categories listed in Table 1 below. "Maximum Special Tax" means the maximum Special Tax, determined in accordance with Section C below, that can be levied in any Fiscal Year on any Assessor’s Parcel. "Non-Residential Property" means all Assessor's Parcels of Taxable Property for which a Building Permit(s) was issued for a non-residential use. The CFD Administrator shall make the determination if an Assessor’s Parcel is Non-Residential Property.
“Property Owner Association” means, collectively, any property owner association or homeowners association, including any master of sub-association, created for the property in CFD No. 2022-2N. "Property Owner Association Property" means, for each Fiscal Year, any property within the boundaries of CFD No. 2022-2N that was owned by a Property Owner Association, as of January 1 of the prior Fiscal Year.
"Proportionately" means, for Developed Property, that the ratio of the actual Special Tax levy to the Maximum Special Tax is equal for all Assessor’s Parcels of Developed Property. For Undeveloped Property, "Proportionately" means that the ratio of the actual Special Tax levy per Acre to the Maximum Special Tax per Acre is equal for all Assessor’s Parcels of Undeveloped Property. "Public Property" means, for each Fiscal Year, any property within CFD No. 2022-2N that is owned by, irrevocably offered for dedication to, or dedicated to the federal government, the State, the City, or any other public agency as of June 30 of the prior Fiscal Year; provided however that any property leased by a public agency to a private entity and subject to taxation under Section 53340.1 of the Act shall be taxed and classified in accordance with its use. To ensure that property is classified as Public Property in the first Fiscal Year after it is acquired by, irrevocably offered for dedication to, or dedicated to a public agency, the property owner shall notify the CFD Administrator in writing of such acquisition, offer, or dedication not later than June 30 of the Fiscal Year in which the acquisition, offer, or dedication occurred.

Exhibit A
“Rate and Method of Apportionment’ means this Rate and Method of Apportionment of Special Taxes, City of Paso Robles, Community Facilities District No. 2022-2N (Olsen/South Chandler Ranch - Services).
"Reserve Fund" means a reserve fund to be used for one-time setup costs, capital replacement, and maintenance costs.
"Reserve Fund Requirement" means an amount equal to up to 100% of the anticipated annual cost of Authorized Services at buildout.
"Residential Property" means Detached Property or Attached Property. “Resolution of Formation” means the resolution adopted by the Council pursuant to Section 53325.1 of the Act, establishing CFD No. 2022-2N.
"Special Tax" means a special tax levied in any Fiscal Year to pay the Special Tax Requirement. “Special Tax Requirement” means that amount to (i) pay for Authorized Services; (ii) build up the Reserve Fund up to the Reserve Fund Requirement not to exceed in any given Fiscal Year 20% of Authorized Services; and (iii) pay Administrative Expenses; less (iv) a credit for funds available to reduce the Special Tax levy, if any, as determined by the CFD Administrator. Under no circumstances shall the Developed Property Special Tax Requirement include debt service payments for debt financings by CFD No. 2022-2N.
"State" means the State of California.
"Taxable Property" means all of the Assessor’s Parcels within the boundaries of CFD No. 2022-2N which are not exempt from the Special Tax pursuant to law or Section G below. "Undeveloped Property" means all Assessor’s Parcels of Taxable Property which are not Developed Property, Public Property, or Property Owner’s Association Property.

B ASSIGNMENT TO LAND USE CLASSES
Each Fiscal Year, beginning with Fiscal Year 2021-2022, each Assessor’s Parcel of Taxable Property shall be classified as Developed Property, Undeveloped Property, Public Property and/or Property Owner’s Association Property.

Assessor’s Parcels of Developed Property shall further be classified as Residential Property or NonResidential Property.

C MAXIMUM SPECIAL TAX
C.1 Developed Property
C.1.a Maximum Special Tax
The Maximum Special Tax for Fiscal Year 2022-2023 for Developed Property is shown below in Table

1.

Exhibit A
Table 1: Maximum Special Taxes for Developed Property
Land Use
Class Description Fiscal Year 2022-2023 Maximum Special Tax 1 RESIDENTIAL PROPERTY $582 PER DWELLING UNIT
2 NON-RESIDENTIAL PROPERTY $0 PER ACRE
C.1.b Multiple Land Use Classes
In some instances, an Assessor’s Parcel of Developed Property may contain more than one Land Use Class. The Maximum Special Tax levied on an Assessor’s Parcel shall be the sum of the Maximum Special Tax for all Land Use Classes located on the Assessor’s Parcel. The CFD Administrator’s allocation to each Land Use Class shall be final.

C.1.c Increase in the Maximum Special Tax
On each July 1, commencing on July 1, 2023, the Maximum Special Tax for Developed Property shall be increased annually by the greater of the change in the Consumer Price Index during the 12 months prior to December of the previous Fiscal Year and two percent (2.00%), not to exceed five percent (5.00%).

C.2 Undeveloped Property
There will be no Special Tax levied on Undeveloped Property.

D ANNEXATIONS
Additional properties may be annexed into CFD No. 2022-2N from time to time. For Land Use Classes not included in the initial boundaries of CFD No. 2022-2N, a study and report describing the Authorized Services to be provided to such properties and the estimated cost of such Authorized Services shall be provided to the Council as the legislative body of the CFD No. 2022-2N in accordance with Section 53321.5 of the Mello-Roos Act. Based on this analysis, the property to be annexed, pursuant to California Government Code section 53339 et. seq. will be assigned an appropriate Maximum Special Tax rate by Land Use Class as provided herein or as defined and detailed when annexed.

E APPORTIONMENT OF THE SPECIAL TAX
Commencing with Fiscal Year 2022-2023 and for each following Fiscal Year, the City shall levy the Special Tax as follows:

First: Determine the Special Tax Requirement and Proportionately levy the Special Tax on each Assessor’s Parcel of Developed Property until the amount levied on Developed Property is equal to the lesser of (i) the Special Tax Requirement, or (ii) 100% of the applicable Maximum Special Tax for Developed Property.

F PREPAYMENT
No prepayments of the Special Tax are permitted.

Exhibit A

G EXEMPTIONS
No Special Tax shall be levied on (i) Assessor’s Parcels which are Public Property, Property Owner Association Property, Affordable Housing Property, or Exempt Welfare Exemption Property; (ii) Assessor’s Parcels which are used as places of worship and are exempt from ad valorem property taxes because they are owned by a religious organization; (iii) Assessor’s Parcels with public or utility easements making impractical their utilization for other than the purposes set forth in the easement; (iv) Assessor’s Parcels which are privately owned and are encumbered by or restricted solely for public uses; or (v) Assessor’s Parcels restricted to other types of public uses determined by the Council.

H APPEALS AND INTERPRETATIONS
Any taxpayer may file a written appeal of the Special Tax on his/her property with the CFD Administrator, provided that the appellant is current in his/her payments of Special Taxes. During the pendency of an appeal, all Special Taxes previously levied must be paid on or before the payment date established when the levy was made. The appeal must specify the reasons why the appellant claims the Special Tax is in error. The CFD Administrator shall review the appeal, meet with the appellant if the CFD Administrator deems necessary, and advise the appellant of its determination. If the CFD Administrator agrees with the appellant, the CFD Administrator shall eliminate or reduce the Special Tax on the appellant’s property and/or provide a refund to the appellant. If the CFD Administrator disagrees with the appellant and the appellant is dissatisfied with the determination, the appellant then has 30 days in which to appeal to the Council by filing a written notice of appeal with the clerk of the Council, provided that the appellant is current in his/her payments of Special Taxes. The second appeal must specify the reasons for its disagreement with the CFD Administrator’s determination.

Interpretations may be made by the Council by ordinance or resolution for purposes of clarifying any vagueness or ambiguity in this Rate and Method of Apportionment.

I MANNER OF COLLECTION
The Special Tax will be collected in the same manner and at the same time as ordinary ad valorem property taxes; provided, however, that CFD No. 2022-2N may directly bill the Special Tax, may collect the Special Tax at a different time or in a different manner if necessary to meet its financial obligations, and may covenant to foreclose and may actually foreclose on delinquent Assessor’s Parcels as permitted by the Act.

J TERM OF SPECIAL TAX
The Special Tax shall be levied in perpetuity as necessary to meet the Special Tax Requirement, unless no longer required to pay for Authorized Services as determined at the discretion of the Council.

Council Agenda Report
From: Ryan Cornell, Administrative Services Director
Subject: Second Reading and Adoption of Ordinance No. 1156 of the City Council of the City of Paso Robles, Acting in its Capacity as the Legislative Body of Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch – Facilities), Levying and Apportioni 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: February 4, 2025
Facts

1. The Mello-Roos Community Facilities Act of 1982, as amended, commencing with Government Code Section 53311 (the “Act”) permits public agencies, including cities, to establish a Community Facilities District (“CFD”), and to annex property thereto, which allows for financing the construction of public infrastructure and certain services.

2. CFDs impose a special tax on property owners within the CFD boundary through an annual special tax levy collected on the property tax bill. This financing mechanism allows new development to pay for public infrastructure and public service needs over time. Because the CFD special tax is added to the existing standard ad valorem property tax bill, it creates an additional tax to be paid by homeowners within CFD boundaries as opposed to those properties not located in CFD boundaries.

3. In August 2022, the City formed the City of Paso Robles Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch – Facilities) (the “District”) for the purpose of providing funding for the acquisition and construction of public facilities in the District.

4. The owner of the real property located in Improvement Area No. 2 of the District (the “Property”) is now requesting that the City consider a revision to the Rate and Method of Apportionment of Special Tax for Improvement Area No. 2 (the “RMA”).

5. On December 3, 2024, City Council approved Resolution No. 24-139, a resolution of consideration determining the necessity to make the proposed changes to the RMA and calling a special hearing for January 15, 2025.

6. On January 15, 2025, City Council approved Resolution 25-006 and 25-007, which, amongst other things, approved calling a special election, conducting a special election, and declaring the election results.

7. On January 15, 2025, following the special election, City Council introduced for first reading by title only Ordinance No. 1156, levying and apportioning special taxes in Improvement Area No. 2 of CFD No. 2022-1N.

Options

1. Take no action;

2. Adopt Ordinance No. 1156, levying and apportioning special taxes in Improvement Area No. 2 of the Community Facilities District No. 2022-1N.; or

3. Refer back to staff for additional analysis.

Analysis and Conclusions
At the City Council meeting on December 3, 2024, the City Council initiated proceedings to update the Rate and Method of Apportionment of Special Tax for Improvement Area No. 2. On January 15, 2025, City Council approved calling a special election, conducting a special election, and declaring the election results as well as introduced for first reading Ordinance No. 1156, levying and apportioning special taxes in the CFD No. 2022-1N. There have been no changes to the ordinances since first reading.

Fiscal Impact
Properties within Improvement Area No. 2 of the District are subject to the proposed special tax to be collected by the County in the same manner as ad valorem property taxes, as shown in the Amended and Restatement Rate and Method of Apportionment of Special Tax attached to the Resolution.

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
Approve the second reading by title only and adopt Ordinance 1156 of the City of Paso Robles, acting in its capacity as legislative body of Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch – Facilities), levying and apportioning special tax liens in Improvement Area No. 2 in said community facilities district.

Attachments

1. Ordinance 1156 – Improvement Area No. 2 of the Paso Robles CFD No. 2022-1N, Authorizing the Levy of Special Taxes.

Attachment 1
ORDINANCE NO. 1156

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES, ACTING AS THE LEGISLATIVE BODY OF CITY OF PASO ROBLES COMMUNITY FACILITIES DISTRICT NO. 2022-1N (OLSEN/SOUTH CHANDLER RANCH – FACILITIES) LEVYING SPECIAL TAXES WHEREAS, the City Council (the “City Council”) of the City of El Paso de Robles (the “City”) has previously formed City of Paso Robles Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch – Facilities) (the “Community Facilities District”); and
WHEREAS, the City Council adopted Ordinance No. 1122 on August 16, 2022 (the “Original Ordinance”), levying special taxes in the Community Facilities District pursuant to the Rate and Method of Apportionment for Improvement Area No. 2 of the Community Facilities District attached to the resolution forming the Community Facilities District (the “Original RMA”); and WHEREAS, the City Council has now conducted proceedings within Improvement Area No. 2 of the Community Facilities District pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, being Chapter 2.5, Part 1, Division 2 of Title 5 of the Government Code of the State of California (the “Act”) to amend and restate the Original RMA; and
WHEREAS, notice was published as required by the Act relative to the intention of the City Council to amend and restate the Original RMA and to implement, among other things, changes in the rates of special tax to be levied on parcels of taxable property in Improvement Area No. 2 4 of the Community Facilities District, as provided in the Amended and Restated Rate and Method of Apportionment For Improvement Area No. 2 of the Community Facilities District (the “Amended and Restated RMA”); and WHEREAS, the City Council has held a noticed public hearing as required by the Act relative to the determination to proceed with adoption of the Amended and Restated RMA; and WHEREAS, at said hearing all persons desiring to be heard on all matters pertaining to consideration of the Amended and Restated RMA of Improvement Area No. 2 of the Community Facilities District and the levy of said special taxes therein were heard, substantial evidence was presented and considered by the City Council, and a full and fair hearing was held; and WHEREAS, subsequent to said hearing, the City Council adopted a resolution calling for a special election of Improvement Area No. 2 of the Community Facilities District on a proposition regarding the amendment and restatement of the Original RMA; and
WHEREAS, an election was held within Improvement Area No. 2 of the Community Facilities District in which the eligible landowner electors approved all said propositions by more than the two-thirds vote required by the Act; and
WHEREAS, this Ordinance and the Amended and Restated RMA shall govern the levy of special taxes with respect to Improvement Area No. 2 of the Community Facilities District, and the Original Ordinance shall no longer control with respect to the levy of special taxes in Improvement Area No. 2 of the Community Facilities District.

Attachment 1

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES, ACTING AS THE LEGISLATIVE BODY OF CITY OF PASO ROBLES COMMUNITY FACILITIES DISTRICT NO. 2022-1N (OLSEN/SOUTH CHANDLER RANCH – FACILITIES), DOES HEREBY ORDAIN AND DETERMINE AS FOLLOWS:

Section 1. By the passage of this Ordinance, the City Council hereby authorizes and levies special taxes within Improvement Area No. 2 of the Community Facilities District pursuant to California Government Code Sections 53328 and 53340, at the respective rates and in accordance with the Amended and Restated RMA, as set forth in Exhibit “A” to Resolution No. 24-139 adopted by the City Council on December 3, 2024 and attached hereto as Exhibit A. The special taxes for Improvement Area No. 2 of the Community Facilities District are hereby levied commencing in Fiscal Year 2025-26, and in each fiscal year thereafter, pursuant to the Amended and Restated RMA until payment in full of any bonds issued by Improvement Area No. 2 of the Community Facilities District (the “Bonds”), payment of all costs of the facilities to be paid with such funds, and payment of all costs of administering the Community Facilities District.

Section 2. The City Council is hereby further authorized and directed each fiscal year to determine the specific special tax rate and amount to be levied for the next ensuing fiscal year for each parcel of real property within Improvement Area No. 2 of the Community Facilities District, in the manner and as provided in the Amended and Restated RMA.

Section 3. Properties or entities of the State, federal or local governments shall be exempt from any levy of the special taxes, to the extent set forth in the Amended and Restated RMA for the Community Facilities District. In no event shall the special taxes to be levied on any parcel within Improvement Area No. 2 of the Community Facilities District be in excess of the maximum tax specified in the Amended and Restated RMA.

Section 4. All of the collections of the special tax for Improvement Area No. 2 of the Community Facilities District shall be used as provided for in the Act, the Amended and Restated RMA, and in the Resolution of Formation of the Community Facilities District adopted on August 2, 2022, including, but not limited to, the payment of principal and interest on the Bonds, the replenishment of the reserve fund for any such Bonds, the payment of the costs of the public facilities for Improvement Area No. 2 of the Community Facilities District, the payment of the costs of City in administering the Community Facilities District and the costs of collecting and administering the special taxes levied in the Community Facilities District.

Section 5. The special taxes shall be collected from time to time as necessary to meet the financial obligations of the Community Facilities District on the secured real property tax roll in the same manner as ordinary ad valorem taxes are collected. The City is hereby authorized and directed to provide all necessary information to the auditor/tax collector of the County of San Luis Obispo and to otherwise take all actions necessary in order to effect proper billing and collection of the special tax, so that the special tax shall be levied and collected in sufficient amounts and at the times necessary to satisfy the financial obligations of the Community Facilities District in each fiscal year as provided in the Amended and Restated RMA for Improvement Area No. 2 of the Community Facilities District.

The special taxes shall have the same lien priority, and be subject to the same penalties and the same procedure and sale in cases of delinquency as provided for ad valorem taxes. In addition, the provision of Section 53356.1 of the Act shall apply to delinquent special tax payments.

Attachment 1
Section 6. If for any reason any portion of this Ordinance is found to be invalid, or if the special tax is found inapplicable to any particular parcel within Improvement Area No. 2 of the Community Facilities District, by a court of competent jurisdiction, the balance of this ordinance and the application of the special tax to the remaining parcels within Improvement Area No. 2 of the Community Facilities District shall not be affected.

Section 7. The Mayor shall sign this ordinance, and the City Clerk of the City shall attest thereto and shall, within fifteen days of its adoption, cause this Ordinance, or a summary of this Ordinance, to be published in a newspaper of general circulation in the City.

INTRODUCED at a regular meeting of the City Council held on January 15, 2025, for first reading by the City Council of the City of El Paso de Robles, and adopted on the 4 th day of February, 2025, by the
following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk

EXHIBIT A

AMENDED AND RESTATED

RATE AND METHOD OF APPORTIONMENT FOR
IMPROVEMENT AREA NO. 2
[Attached]
Exhibit A

1 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities)

AMENDED AND RESTATED RATE AND METHOD OF

APPORTIONMENT OF SPECIAL TAXES
IMPROVEMENT AREA NO. 2 OF

CITY OF PASO ROBLES
COMMUNITY FACILITIES DISTRICT NO. 2022-1N
(OLSEN/SOUTH CHANDLER RANCH - FACILITIES)
A Special Tax as hereinafter defined shall be levied on all Assessor’s Parcels in Improvement Area No. 2 ("IA No. 2") of City of Paso Robles Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch - Facilities) ("CFD No. 2022-1N (IA No. 2)") and collected each Fiscal Year commencing in Fiscal Year 2024-2025, in an amount determined by the Council, through the application of this Rate and Method of Apportionment as described below. All of the real property in CFD No. 2022-1N (IA No. 2), unless exempted by law or by the provisions hereof, shall be taxed for the purposes, to the extent and in the manner herein provided.

A DEFINITIONS
The terms hereinafter set forth have the following meanings:
"Acre" or "Acreage" means the land area of an Assessor’s Parcel as shown on an Assessor’s Parcel Map, or if the land area is not shown on an Assessor’s Parcel Map, the land area shown on the applicable Final Map, parcel map, condominium plan, or other recorded County parcel map.
"Act" means the Mello-Roos Community Facilities Act of 1982, as amended, being Chapter 2.5, of Part 1 of Division 2 of Title 5 of the Government Code of the State of California.
"Administrative Expenses" means the following actual or reasonably estimated costs directly related to the administration of CFD No. 2022-1N (IA No. 2): the costs of computing the Special Taxes and preparing the annual Special Tax collection schedules (whether by the City or designee thereof or both); the costs of collecting the Special Taxes (whether by the City or otherwise); the costs of remitting the Special Taxes to the Trustee; the costs of the Trustee (including its legal counsel) in the discharge of the duties required of it under the Indenture; the costs to the City, CFD No. 2022-1N (IA No. 2) or any designee thereof of complying with arbitrage rebate requirements; the costs to the City, CFD No. 2022-1N (IA No. 2) or any designee thereof of complying with City, CFD No. 2022-1N (IA No. 2), major property owner, or obligated persons disclosure requirements associated with applicable federal and state securities laws and of the Act; the costs associated with preparing Special Tax disclosure statements and responding to public inquiries regarding the Special Taxes; the costs of the City, CFD No. 2022-1N (IA No. 2), or any designee thereof related to an appeal of the Special Tax; the costs associated with the release of funds from an escrow account; and the City’s annual administration fees and third party expenses. Administrative Expenses shall also include amounts estimated or advanced by the City or CFD No. 2022-1N (IA No. 2) for any other administrative purposes of CFD No. 2022-1N (IA No. 2), including attorney’s fees and other costs related to commencing and pursuing to completion any foreclosure, or otherwise addressing the disposition of delinquent Special Taxes.

Exhibit A

2 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) "Assessor’s Parcel" means any real property to which an Assessor’s Parcel Number is assigned as shown on an Assessor’s Parcel Map.
"Assessor’s Parcel Map" means an official map of the County Assessor of the County designating parcels by Assessor’s Parcel Number.
"Assessor’s Parcel Number" means that number assigned to an Assessor’s Parcel by the County for purposes of identification.
"Assigned Special Tax" means the Special Tax for each Land Use Class of Developed Property, as determined in accordance with Section C below. “Authorized Facilities” means the facilities authorized to be financed by CFD No. 2022-1N.
"Backup Special Tax" means the Special Tax of that name described in Section C below.
"Bonds" means any bonds or other debt as defined in Section 53317(d) of the Act, whether in one or more series, issued by CFD No. 2022-1N for IA No. 2 under the Act. "Boundary Map" means a recorded map which indicates the boundaries of CFD No. 2022-1N (IA No. 2).
"Building Permit" means the first legal document issued by the City giving official permission for the construction of a building on an Assessor’s Parcel. For purposes of this definition and application of the Special Tax, “Building Permit” may or may not include any subsequent building permits issued or changed after the first issuance, as determined by the CFD Administrator.
"Calendar Year" means the period commencing January 1 of any year and ending the following December 31.
"CFD Administrator" means an official of the City, or designee thereof, responsible for determining the Special Tax Requirement and providing for the levy and collection of the Special Taxes.
"CFD No. 2022-1N" means the City of Paso Robles Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch – Facilities).
“City” means the City of Paso Robles.
"Council" means the City Council.
"County" means the County of San Luis Obispo.
"Developed Property" means, for each Fiscal Year, all Taxable Property located within a Final Map that was recorded as of January 1 of the prior Fiscal Year, for which a Building Permit was issued prior to May 1 of the prior Fiscal Year. “Dwelling Unit” means one residential unit of any configuration, including, but not limited to, a single-family attached or detached dwelling, condominium, mobile home, or otherwise, excluding hotels and motels. A casita or accessory dwelling unit (“ADU”) of any configuration shall not be counted as a separate Dwelling Unit for purposes of this Rate and Method of Apportionment.
“Exempt Welfare Exemption Property” means, for each Fiscal Year, an Assessor’s Parcel that, prior to the issuance of Bonds, received a welfare exemption under subdivision (g) of Section 214 of the California Revenue and Taxation Code (or any Exhibit A

3 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) successor statute), as indicated in the County’s assessor’s roll finalized as of January 1 of the previous Fiscal Year, and is exempt from the Special Tax pursuant to Section 53340(c) of the Act.
"Final Map" means (i) a final map, or portion thereof, approved by the County pursuant to the Subdivision Map Act (California Government Code Section 66410 et seq.) that creates individual lots or parcels for which Building Permits may be issued without further subdivision, or (ii) for condominiums, a final map approved by the County and a condominium plan recorded pursuant to California Civil Code Section 4285 creating such individual lots or parcels.
"Final Mapped Property" means all Assessor’s Parcels of Taxable Property: (i) that are included in a Final Map recorded prior to the January 1st preceding the Fiscal Year in which the Special Tax is being levied; and (ii) for which a Building Permit has not been issued on or before May 1 preceding the Fiscal Year in which the Special Tax is being levied.
"Fiscal Year" means the period starting July 1 and ending on the following June 30. "Improvement Area No. 2" or "IA No. 2" means Improvement Area No. 2 of CFD No. 2022-1N.
"Indenture" means the indenture, fiscal agent agreement, resolution, or other instrument pursuant to which Bonds are issued, as modified, amended and/or supplemented from time to time.
"Land Use Class" means any of the categories listed in Table 1 herein. "Maximum Special Tax" means the maximum Special Tax, determined in accordance with Section C below, that can be levied in any Fiscal Year on any Assessor’s Parcel within CFD No. 2022-1N (IA No. 2).
“Non-Residential Floor Area” means the total building square footage of the nonresidential building(s) located on an Assessor’s Parcel, measured from outside wall to outside wall, not including space devoted to stairwells, public restrooms, lighted courts, vehicle parking and areas incident thereto, and mechanical equipment incidental to the operation of such building. The determination of Non-Residential Floor Area shall be made by reference to the Building Permit(s) issued for such Assessor’s Parcel and/or to the appropriate records kept by the City, as reasonably determined by the CFD Administrator.
"Non-Residential Property" means all Assessor's Parcels of Taxable Property for which a Building Permit(s) was issued for a non-residential use. The CFD Administrator shall make the determination if an Assessor’s Parcel is Non-Residential Property.
"Outstanding Bonds" means all Bonds which are deemed to be outstanding under the Indenture.
"Partial Prepayment Amount" means the amount required to prepay a portion of the Special Tax obligation for an Assessor’s Parcel, as described in Section G.2. "Prepayment Amount" means the amount required to prepay the Special Tax obligation in full for an Assessor’s Parcel, as described in Section G.1. “Property Owner’s Association” means, collectively, any property owner association Exhibit A

4 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) or homeowners association, including any master or sub-association, created for CFD No. 2022-1N (IA No. 2).
"Property Owner Association Property" means, for each Fiscal Year, any property within the boundaries of CFD No. 2022-1N (IA No. 2) that was owned by a Property Owner Association, as of January 1 of the prior Fiscal Year. "Proportionately" means, for Developed Property, that the ratio of the actual Special Tax levy to the Assigned Special Tax is equal for all Assessor’s Parcels of Developed Property. For Undeveloped Property, "Proportionately" means that the ratio of the actual Special Tax levy per Acre to the Maximum Special Tax per Acre is equal for all Assessor’s Parcels of Undeveloped Property. For Taxable Property Owner Association Property, "Proportionately" means that the ratio of the actual Special Tax levy per Acre to the Maximum Special Tax per Acre is equal for all Assessor’s Parcels of Taxable Property Owner Association Property. For Taxable Public Property, "Proportionately" means that the ratio of the actual Special Tax levy per Acre to the Maximum Special Tax per Acre is equal for all Assessor’s Parcels of Taxable Public Property.
"Public Property" means, for each Fiscal Year, any property within CFD No. 2022-1N (IA No. 2) that is owned by, irrevocably offered for dedication to, or dedicated to the federal government, the State, the City, or any other public agency as of June 30 of the prior Fiscal Year; provided however that any property leased by a public agency to a private entity and subject to taxation under Section 53340.1 of the Act shall be taxed and classified in accordance with its use. To ensure that property is classified as Public Property in the first Fiscal Year after it is acquired by, irrevocably offered for dedication to, or dedicated to a public agency, the property owner shall notify the CFD Administrator in writing of such acquisition, offer, or dedication not later than June 30 of the Fiscal Year in which the acquisition, offer, or dedication occurred. “Rate and Method of Apportionment” means this Amended and Restated Rate and Method of Apportionment of Special Taxes, City of Paso Robles, Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch - Facilities). "Residential Floor Area" means all of the square footage of living area within the perimeter of a Dwelling Unit, not including any carport, walkway, garage, overhang, patio, enclosed patio, or similar area. The CFD Administrator shall determine the Residential Floor Area based upon the Building Permit(s) issued for such Dwelling Unit.
"Residential Property" means Developed Property, for which a Building Permit has been issued for purposes of constructing one or more Dwelling Units. "Special Tax" means a special tax levied in any Fiscal Year to pay the Special Tax Requirement.
“Special Tax Requirement” means that amount required in any Fiscal Year to: (i) pay debt service on all Outstanding Bonds; (ii) pay periodic costs on the Bonds, including but not limited to, credit enhancement and rebate payments on the Bonds; (iii) pay Administrative Expenses; (iv) pay any amounts required to establish or replenish any reserve funds for all Outstanding Bonds to the extent such establishment or replenishment has not been included in a computation of the Special Tax Requirement in a previous Fiscal Year; (v) pay directly for the acquisition or construction of Authorized Facilities to the extent that inclusion of such amount Exhibit A

5 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) does not increase the Special Tax levy on Final Mapped Property or Undeveloped Property; and (vi) pay for reasonably anticipated Special Tax delinquencies based on the historical delinquency rate for CFD No. 2022-1N (IA No. 2) as determined by the CFD Administrator; less (vii) a credit for funds available to reduce the annual Special Tax levy, as determined by the CFD Administrator pursuant to the Indenture. "State" means the State of California.
"Taxable Property" means all of the Assessor’s Parcels within the boundaries of CFD No. 2022-1N (IA No. 2) which are not exempt from the Special Tax pursuant to law or Section E below.
"Taxable Property Owner Association Property" means all Assessor’s Parcels of Property Owner Association Property that are not exempt pursuant to Section E below.
"Taxable Public Property" means all Assessor’s Parcels of Public Property that are not exempt pursuant to Section E below.
“Total Floor Area” means the sum of the Residential Floor Area and the NonResidential Floor Area located on an Assessor’s Parcel. "Trustee" means the trustee or fiscal agent under the Indenture. "Undeveloped Property” means all Assessor’s Parcels of Taxable Property which are not Developed Property, Final Mapped Property, Public Property, or Property Owner’s Association Property.

B ASSIGNMENT TO LAND USE CLASSES
Each Fiscal Year, beginning with Fiscal Year 2024-2025, each Assessor’s Parcel of Taxable Property shall be classified as Developed Property, Final Mapped Property, Undeveloped Property, Public Property and/or Property Owner’s Association Property.

Assessor’s Parcels of Developed Property shall further be classified as Residential Property or Non-Residential Property. Each Assessor’s Parcel of Residential Property shall be further categorized into Land Use Classes based on its Residential Floor Area and assigned the appropriate Assigned Special Tax.

The determination of the Residential Floor Area shall be made by reference to the original Building Permit issued for the Dwelling Unit of an Assessor’s Parcel. The Building Permit may include any subsequent document(s) authorizing new construction on an Assessor’s Parcel that are issued or changed by the City after the original issuance, as determined by the CFD Administrator as necessary to fairly allocate Special Tax to the Assessor’s Parcel, provided that following such determination the Maximum Special Tax that may be levied on all Assessor’s Parcels of Taxable Property in each year will be at least 1.1 times annual debt service on all outstanding Bonds plus the estimated annual Administrative Expenses in each year.

C MAXIMUM SPECIAL TAX RATE
C.1 Developed Property
The Maximum Special Tax for each Assessor’s Parcel classified as Developed Property shall be the greater of (i) the amount derived by application of the Assigned Special Tax or (ii) the amount derived by application of the Backup Special Tax.

Exhibit A

6 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) Assigned Special Tax
Each Fiscal Year, each Assessor’s Parcel of Residential Property or Non-Residential Property shall be subject to an Assigned Special Tax. The Assigned Special Tax applicable to an Assessor's Parcel of Developed Property shall be determined pursuant to Table 1 below.

Table 1: Assigned Special Tax for Developed Property
Land Use
Class
Description Assigned Special Tax
1 RESIDENTIAL PROPERTY (>= 2,300 SF) $6,588 PER DWELLING UNIT 2 RESIDENTIAL PROPERTY (2,200 - 2,299 SF) $6,391 PER DWELLING UNIT 3 RESIDENTIAL PROPERTY (2,100 - 2,199 SF) $6,076 PER DWELLING UNIT 4 RESIDENTIAL PROPERTY (2,000 - 2,099 SF) $5,760 PER DWELLING UNIT 5 RESIDENTIAL PROPERTY (1,900 - 1,999 SF) $5,563 PER DWELLING UNIT 6 RESIDENTIAL PROPERTY (< 1,900 SF) $5,248 PER DWELLING UNIT 7 NON-RESIDENTIAL PROPERTY $34,020 PER ACRE
Backup Special Tax
The Backup Special Tax for each Assessor’s Parcel of Residential Property in a Final Map shall be computed by multiplying the Acreage of all Taxable Property (excluding Acreage associated with current or expected Non-Residential Property, Taxable Public Property, or Taxable Property Owner Association Property, if any) in such Final Map by $34,020, and dividing the product by the number of such Assessor’s Parcels (i.e., the number of residential lots) in such Final Map.

Notwithstanding the foregoing, if all or any portion of a Final Map is subsequently changed or modified, then the Backup Special Tax for each Assessor’s Parcel of Residential Property in such Final Map, or the portion thereof that is changed or modified, shall be a rate per Acre calculated as follows:

1. Determine the total Backup Special Taxes anticipated to apply to the changed or modified portion of the Final Map prior to the change or modification.

2. Divide the amount determined pursuant to paragraph 1 above by the total Acreage of Residential Property excluding Non-Residential Property, Taxable Public Property, and Taxable Property Owner Association Property which is ultimately expected to exist in such changed or modified Final Map area, as reasonably determined by the CFD Administrator.

3. The result is the Backup Special Tax per Acre which shall be applicable to all Assessor's Parcels of Residential Property in such changed or modified Final Map.

C.2 Final Mapped Property
The Maximum Special Tax for each Assessor’s Parcel of Final Mapped Property expected to be classified as Residential Property shall be the Backup Special Tax computed pursuant to Section C.1.b above.

C.3 Undeveloped Property, Taxable Property Owner Association Property, Exhibit A

7 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) and/or Taxable Public Property.

The Maximum Special Tax for each Assessor’s Parcel of Undeveloped Property, Taxable Property Owner Association Property, or Taxable Public Property shall be $34,020 per Acre.

C.4 Multiple Land Use Classes
In some instances, an Assessor’s Parcel of Developed Property may contain more than one Land Use Class. The annual Maximum Special Taxes levied on an Assessor’s Parcel shall be the sum of the Maximum Special Taxes for all Land Use Classes located on that Assessor’s Parcel. If an Assessor’s Parcel of Developed Property includes Non-Residential Property, the Acreage to be assigned to such property for purposes of establishing the Special Tax shall be an amount proportional to the Total Floor Area associated with Non-Residential Property, as applicable. Furthermore, for a condominium plan, if only a portion of its Building Permits have been issued, the remaining portion of the condominium plan shall be considered Final Mapped Property. The CFD Administrator’s allocation to each type of property shall be final.

D APPORTIONMENT OF THE SPECIAL TAX
Commencing with Fiscal Year 2024-2025 and for each following Fiscal Year, the Council shall determine the Special Tax Requirement and shall levy the Special Tax until the total Special Tax levy equals the Special Tax Requirement. The Special Tax shall be levied each Fiscal Year as follows:

First: The Special Tax shall be levied Proportionately on each Assessor’s Parcel of Developed Property up to 100% of the applicable Assigned Special Tax to satisfy the Special Tax Requirement.

Second: If additional monies are needed to satisfy the Special Tax Requirement after the first step has been completed, the Special Tax shall be levied Proportionately on each Assessor’s Parcel of Final Mapped Property at up to 100% of the Maximum Special Tax applicable to each such Assessor’s Parcel as needed to satisfy the Special Tax Requirement.

Third: If additional moneys are needed to satisfy the Special Tax Requirement after the first two steps have been completed, the Special Tax shall be levied Proportionately on each Assessor’s Parcel of Undeveloped Property up to 100% of the Maximum Special Tax applicable to each such Assessor’s Parcel as needed to satisfy the Special Tax Requirement.

Fourth: If additional moneys are needed to satisfy the Special Tax Requirement after the first three steps have been completed, the Special Tax on each Assessor's Parcel of Developed Property whose Maximum Special Tax is the Backup Special Tax shall be increased Proportionately from the Assigned Special Tax up to 100% of the Maximum Special Tax as needed to satisfy the Special Tax Requirement.

Fifth: If additional moneys are needed to satisfy the Special Tax Requirement after the first four steps have been completed, the Special Tax shall be levied Proportionately on each Assessor’s Parcel of Taxable Property Owner Association Property up to 100% of the Maximum Special Tax applicable to each such Assessor’s Exhibit A

8 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) Parcel as needed to satisfy the Special Tax Requirement.

Sixth: If additional moneys are needed to satisfy the Special Tax Requirement after the first five steps have been completed, the Special Tax shall be levied Proportionately on each Assessor’s Parcel of Taxable Public Property up to 100% of the Maximum Special Tax applicable to each such Assessor’s Parcel as needed to satisfy the Special Tax Requirement.

Notwithstanding the above, under no circumstances will the Special Taxes levied in any Fiscal Year against any Assessor’s Parcel of Residential Property as a result of a delinquency in the payment of the Special Tax applicable to any other Assessor’s Parcel be increased by more than 10% above the amount that would have been levied in that Fiscal Year had there never been any such delinquency or default.

E EXEMPTIONS
No Special Tax shall be levied on Property Owner Association Property or Public Property in CFD No. 2022-1N (IA No. 2), provided that an Assessor’s Parcel shall not be exempt and shall be classified as Taxable Property Owner Association Property and Taxable Public Property if exempting such property would reduce the sum of all Taxable Property to less than 30.1 Acres. Tax-exempt status will be assigned by the CFD Administrator in the chronological order in which such Assessor’s Parcels or portions thereof in CFD No. 2022- 1N (IA No. 2) become Public Property or Property Owner Association Property. However, should an Assessor’s Parcel no longer be classified as Public Property or Property Owner Association Property, it will, from that point forward, be subject to the Special Tax.

Property Owner Association Property or Public Property that is not exempt from the Special Tax under this section shall be subject to the levy of the Special Tax and shall be taxed Proportionately as part of the fifth step and sixth step in Section D above, respectively, at up to 100% of the applicable Maximum Special Tax for Taxable Property Owner Association Property or Taxable Public Property.

In addition, no Special Tax shall be levied on any Assessor’s Parcel in any Fiscal Year in which such Assessor’s Parcel is classified as Exempt Welfare Exemption Property.

F APPEALS AND INTERPRETATIONS
Any taxpayer may file a written appeal of the Special Tax on his/her property with the CFD Administrator, provided that the appellant is current in his/her payments of Special Taxes.

During the pendency of an appeal, all Special Taxes previously levied must be paid on or before the payment date established when the levy was made. The appeal must specify the reasons why the appellant claims the Special Tax is in error. The CFD Administrator shall review the appeal, meet with the appellant if the CFD Administrator deems necessary, and advise the appellant of its determination. If the CFD Administrator agrees with the appellant, the CFD Administrator shall eliminate or reduce the Special Tax on the appellant’s property.

If the CFD Administrator disagrees with the appellant and the appellant is dissatisfied with the determination, the appellant then has 30 days in which to appeal to the Council by filing a written notice of appeal with the clerk of the Council, provided that the appellant is current in his/her payments of Special Taxes. The second appeal must specify the reasons for the disagreement with the CFD Administrator’s determination.

Interpretations may be made by the Council by ordinance or resolution for purposes of clarifying any vagueness or ambiguity in this Rate and Method of Apportionment.

G PREPAYMENT
Exhibit A

9 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) The following additional definitions apply to this Section G:
“CFD Public Facilities” means $14,400,000 or such lower amount (i) authorized by the Council to provide the public facilities to be funded under CFD No. 2022-1N (IA No. 2), or (ii) determined by the Council concurrently with a covenant that it will not issue any more Bonds to be supported by the Special Tax levied under this Rate and Method of Apportionment.
“Construction Fund” means a fund held by the Trustee to fund CFD Public Facilities. “Future Facilities Cost” means the CFD Public Facilities minus public facility costs previously funded, or that can be funded from funds in the Construction Fund. “Outstanding Bonds” means all previously issued Bonds secured by the levy of the Special Tax which will remain outstanding after the first interest and/or principal payment date following the current Fiscal Year, excluding Bonds to be redeemed at a later date with the proceeds of prior prepayments of the Special Tax.

G.1 Prepayment in Full
The Maximum Special Tax obligation may be prepaid and permanently satisfied for (i) Assessor’s Parcels of Developed Property, (ii) Assessor’s Parcels of Final Mapped Property or Undeveloped Property for which a Building Permit has been issued, (iii) Assessor’s Parcels of Final Mapped Property or Undeveloped Property for which a Building Permit has not been issued; and (iv) Assessor’s Parcels of Public Property or Property Owner’s Association Property that are not exempt pursuant to Section E.

The Maximum Special Tax obligation applicable to an Assessor’s Parcel may be fully prepaid and the obligation to pay the Special Tax for such Assessor’s Parcel permanently satisfied as described herein; provided that a prepayment may be made only if there are no delinquent Special Taxes with respect to such Assessor’s Parcel at the time of prepayment. An owner of an Assessor’s Parcel intending to prepay the Maximum Special Tax obligation for such Assessor’s Parcel shall provide the CFD Administrator with written notice of intent to prepay, and within 5 business days of receipt of such notice, the CFD Administrator shall notify such owner of the amount of the non-refundable deposit determined to cover the cost to be incurred by CFD No. 2022-1N (IA No. 2) in calculating the Prepayment Amount (as defined below) for the Assessor’s Parcel. Within 15 days of receipt of such non-refundable deposit, the CFD Administrator shall notify such owner of the Prepayment Amount for the Assessor’s Parcel. Prepayment must be made not less than 60 days prior to the redemption date for any Bonds to be redeemed with the proceeds of such Prepayment Amount.

The Prepayment Amount shall be calculated as follows (capitalized terms are defined below):

Prepayment Amount
Bond Redemption Amount
plus Redemption Premium
plus Future Facilities Amount
plus Defeasance Amount
plus Administrative Fees and Expenses
Exhibit A

10 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) less Reserve Fund Credit
less Capitalized Interest Credit
Total: equals Special Tax Prepayment Amount
The Prepayment Amount shall be determined as of the proposed prepayment date as follows:

1. Confirm that no Special Tax delinquencies apply to such Assessor’s Parcel.

2. For an Assessor’s Parcel of Developed Property, compute the Maximum Special Tax for the Assessor’s Parcel. For an Assessor’s Parcel of Final Mapped Property or Undeveloped Property for which a Building Permit has been issued, compute the Maximum Special Tax for the Assessor’s Parcel as though it was already designated as Developed Property, based upon the Building Permit which has been issued for the Assessor’s Parcel. For an Assessor’s Parcel of Final Mapped Property or Undeveloped Property for which a Building Permit has not been issued, Public Property or Property Owner’s Association Property to be prepaid, compute the Maximum Special Tax for the Assessor’s Parcel.

3. Divide the Maximum Special Tax derived pursuant to paragraph 2 by the total amount of Special Taxes that could be levied at the Maximum Special Tax at build out of all Assessor’s Parcels of Taxable Property based on the applicable Maximum Special Tax for Assessor’s Parcels of Developed Property not including any Assessor’s Parcels for which the Special Tax obligation has been previously prepaid.

4. Multiply the quotient derived pursuant to paragraph 3 by the principal amount of the Outstanding Bonds to determine the amount of Outstanding Bonds to be redeemed with the Prepayment Amount (the “Bond Redemption Amount”).

5. Multiply the Bond Redemption Amount by the applicable redemption premium, if any, on the Outstanding Bonds to be redeemed (the “Redemption Premium”).

6. Determine the Future Facilities Cost.

7. Multiply the quotient derived pursuant to paragraph 3 by the amount determined pursuant to paragraph 6 to determine the amount of Future Facilities Costs for the Assessor’s Parcel, which amount shall not be less than $0 (the “Future Facilities Amount”).

8. Determine the amount needed to pay interest on the Bond Redemption Amount from the first bond interest payment date following the current Fiscal Year until the earliest redemption date for the Outstanding Bonds on which Bonds can be redeemed from the Prepayment Amount.

9. Determine the Special Tax levied on the Assessor’s Parcel in the current Fiscal Year which has not yet been paid.

10. Determine the amount the CFD Administrator reasonably expects to derive from the investment of the Bond Redemption Amount and the Redemption Premium from the date of prepayment until the redemption date for the Exhibit A

11 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) Outstanding Bonds to be redeemed with the Prepayment Amount.

11. Add the amounts derived pursuant to paragraphs 8 and 9 and subtract the amount derived pursuant to paragraph 10 (the “Defeasance Amount”).

12. Verify the administrative fees and expenses of CFD No. 2022-1N (IA No. 2), including the cost of computation of the Prepayment Amount, the cost to invest the Prepayment Amount, the cost of redeeming the Outstanding Bonds, and the cost of recording notices to evidence the prepayment of the Maximum Special Tax obligation for the Assessor’s Parcel and the redemption of Outstanding Bonds (the “Administrative Fees and Expenses”).

13. The reserve fund credit (the “Reserve Fund Credit”) shall equal the lesser of:
(a) the expected reduction in the reserve requirement (as defined in the Indenture), if any, associated with the redemption of Outstanding Bonds as a result of the Prepayment Amount, or (b) the amount derived by subtracting the new reserve requirement (as defined in the Indenture) in effect after the redemption of Outstanding Bonds as a result of the Prepayment Amount from the balance in the reserve fund on the prepayment date, but in no event shall such amount be less than zero.

14. If any capitalized interest for the Outstanding Bonds will not have been expended at the time of the first interest payment following the current Fiscal Year, the capitalized interest credit (the “Capitalized Interest Credit”) shall be calculated by multiplying the quotient derived pursuant to paragraph 3 by the expected balance in the capitalized interest account after such first interest payment.

15. The Prepayment Amount is equal to the sum of the Bond Redemption Amount, the Redemption Premium, the Future Facilities Amount, the Defeasance Amount and the Administrative Fees and Expenses, less the Reserve Fund Credit, less the Capitalized Interest Credit.

16. From the Prepayment Amount, the Bond Redemption Amount, the Redemption Premium, and Defeasance Amount shall be deposited into the appropriate fund as established under the Indenture and be used to redeem Outstanding Bonds or make debt service payments. The Future Facilities Amount shall be deposited into the Construction Fund. The Administrative Fees and Expenses shall be retained by CFD No. 2022-1N (IA No. 2).

The Prepayment Amount may not be sufficient to redeem an aggregate principal amount of Outstanding Bonds which is equally divisible by $5,000. In such event, the increment above $5,000 or an integral multiple thereof will be retained in the appropriate fund established under the Indenture to be used with the next redemption from other Special Tax prepayments of Outstanding Bonds or to make debt service payments.

As a result of the payment of the current Fiscal Year’s Special Tax levy as determined pursuant to paragraph 9 above, the CFD Administrator shall remove the current Fiscal Year’s Special Tax levy for the Assessor’s Parcel from the County tax roll. With respect to any Assessor’s Parcel for which the Maximum Special Tax obligation is prepaid, the Council shall cause a suitable notice to be recorded in compliance with the Act, to indicate the prepayment of Maximum Special Tax obligation and the release of the Special Tax lien for the Assessor’s Parcel, and the obligation to pay the Exhibit A

12 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) Special Tax for such Assessor’s Parcel shall cease.

Notwithstanding the foregoing, no Special Tax prepayment shall be allowed unless the amount of Maximum Special Tax that may be levied on all Assessor’s Parcels of Taxable Property after the proposed prepayment will be at least 1.1 times maximum annual debt service on the Bonds that will remain outstanding after the prepayment plus the estimated annual Administrative Expenses.

G.2 Prepayment in Part
The Maximum Special Tax obligation for (i) Assessor’s Parcels of Developed Property, (ii) Assessor’s Parcels of Final Mapped Property or Undeveloped Property for which a Building Permit has been issued, (iii) Assessor’s Parcels of Final Mapped Property or Undeveloped Property for which a Building Permit has not been issued; and (iv) Assessor’s Parcels of Public Property or Property Owner’s Association Property that are not exempt pursuant to Section E, may be partially prepaid. For purposes of determining the partial prepayment amount, the provisions of Section G.1 shall be modified as provided by the following formula:

PP = ((PE –A) x F) +A
These terms have the following meaning:

PP = The partial prepayment;
PE = The Prepayment Amount calculated according to Section G.1; F = The percent by which the owner of the Assessor’s Parcel(s) is partially prepaying the Special Tax obligation; and
A = The Administrative Fees and Expenses determined pursuant to Section G.1.

The owner of an Assessor’s Parcel who desires to partially prepay the Maximum Special Tax obligation for the Assessor’s Parcel shall notify the CFD Administrator of (i) such owner’s intent to partially prepay the Maximum Special Tax obligation, (ii) the percentage of the Maximum Special Tax obligation such owner wishes to prepay, and (iii) the company or agency that will be acting as the escrow agent, if any. Within 5 days of receipt of such notice, the CFD Administrator shall notify such property owner of the amount of the non-refundable deposit determined to cover the cost to be incurred by CFD No. 2022-1N (IA No. 2) in calculating the amount of a partial prepayment. Within 15 business days of receipt of such non-refundable deposit, the CFD Administrator shall notify such owner of the amount of the Partial Prepayment for the Assessor’s Parcel. A Partial Prepayment must be made not less than 60 days prior to the redemption date for the Outstanding Bonds to be redeemed with the proceeds of the Partial Prepayment Amount.

With respect to any Assessor’s Parcel for which the Maximum Special Tax obligation is partially prepaid, the CFD Administrator shall (i) distribute the Partial Prepayment Amount as provided in Paragraph 16 of Section G.1, and (ii) indicate in the records of CFD No. 2022-1N (IA No. 2) that there has been a Partial Prepayment for the Assessor’s Parcel and that a portion of the Special Tax obligation equal to the remaining percentage (1.00 - F) of Special Tax obligation will continue on the Assessor’s Parcel pursuant to Section D.

Exhibit A

13 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities)

H SPECIAL TAX REDUCTION
The following definitions apply to this Section H:
"Base Price" means, with respect to the Dwelling Units in each Plan Type, as of the date of the applicable Price Point Study, the base price of such Dwelling Units, estimated by the Price Point Consultant as of such date, based upon their actual or expected characteristics, such as living area, view, or lot size, but excluding potential appreciation or premiums, options or upgrades.
"Plan Type" means a discrete residential plan type generally consisting of residential Dwelling Units that share a common product type (e.g., detached, attached) and that have nearly identical amounts of living area, that is constructed or expected to be constructed within CFD No. 2022-1N (IA No. 2) as identified in the Price Point Study. "Price Point Consultant" means any consultant or firm of such consultants selected by CFD No. 2022-1N (IA No. 2) that (a) has substantial experience in performing price point studies or otherwise estimating or confirming pricing for Dwelling Units within community facilities districts, (b) is well versed in analyzing economic and real estate data that relates to the pricing of Dwelling Units in community facilities districts, (c) is independent and not under the control of CFD No. 2022-1N (IA No. 2), the City, or the developer, (d) does not have any substantial interest, direct or indirect, with or in CFD No. 2022-1N (IA No. 2), the City, any owner of real property in CFD No. 2022- 1N (IA No. 2), or any real property in CFD No. 2022-1N (IA No. 2), and (e) is not connected with CFD No. 2022-1N (IA No. 2) or the City as an officer or employee thereof, but who may be regularly retained to make reports to CFD No. 2022-1N (IA No. 2) or the County.
"Price Point Study" means a price point study or a letter updating a previous price point study, which (a) has been prepared by the Price Point Consultant, (b) sets forth the Plan Types constructed or expected to be constructed within CFD No. 2022-1N (IA No. 2), (c) sets forth the estimated number of constructed and expected Dwelling Units for each Plan Type, (d) sets forth estimates of the Base Price for each Plan Type and (e) uses a date for establishing such Base Prices that is no earlier than 30 days prior to the date the Price Point Study is delivered to the CFD Administrator pursuant to Section H herein.
"Total Effective Tax Rate" means, for a Plan Type, (a) the Total Tax Burden for such Plan Type divided by (b) the Base Price for such Plan Type, converted to a percentage. "Total Effective Tax Rate Limit" means, 1.90%.
"Total Tax Burden” means, with respect to a Plan Type, for the Fiscal Year for which the calculation is being performed, the sum of the Assigned Special Tax and estimated ad valorem property taxes, special assessments, special taxes for any overlapping community facilities districts, and any other governmental taxes, fees and charges levied or imposed on Dwelling Units of such Plan Type in CFD No. 2022- 1N (IA No. 2) in such Fiscal Year or that would have been levied on all such Dwelling Units had these Dwelling Units been subject to such levies (excluding homeowner’s association dues and Property Assessed Clean Energy (“PACE”) charges imposed pursuant to AB 811 or SB 555, that are levied on individual Assessor’s Parcels, or any other charges applicable to the Assessor’s Parcels initiated by the homeowner after the close of escrow).

Exhibit A

14 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) Prior to the issuance of a second series of Bonds (or the first series of Bonds, if such series is the final series of Bonds, as determined by the City), the following steps shall be taken for each Land Use Class of for-sale Residential Property in CFD No. 2022- 1N (IA No. 2) for evaluating the Special Tax:

Step No.:

1. At least 30 days prior to the issuance of Bonds, a Price Point Study shall be completed and delivered to the CFD Administrator.

2. The CFD Administrator shall determine the Total Tax Burden and Total Effective Tax Rate for each Plan Type in CFD No. 2022-1N (IA No. 2).

3. Separately, for each Land Use Class of for-sale Residential Property in CFD No. 2022-1N (IA No. 2), the CFD Administrator shall determine whether or not the Total Effective Tax Rate for all Plan Types in a Land Use Class is less than or equal to the Total Effective Tax Rate Limit.
a. If the Total Effective Tax Rate for all Plan Types in a Land Use Class in CFD No. 2022-1N (IA No. 2) is less than or equal to the Total Effective Tax Rate Limit, then there shall be no reduction in Special Tax for such Land Use Class in CFD No. 2022-1N (IA No. 2).
b. If the Total Effective Tax Rate for any Plan Type in a Land Use Class in CFD No. 2022-1N (IA No. 2) is greater than the Total Effective Tax Rate Limit , the CFD Administrator shall calculate a revised Assigned Special Tax for that Land Use Class in CFD No. 2022-1N (IA No. 2), such that the revised Assigned Special Tax does not cause the Total Effective Tax Rate for any Plan Type in such Land Use Class to exceed the Total Effective Tax Rate Limit.

4. If the Assigned Special Tax for any Land Use Class is revised pursuant to step

3.b. above, the CFD Administrator shall also prepare and execute a Certificate to Amend the Special Tax substantially in the form of Exhibit “A” hereto and shall deliver such Certificate to Amend the Special Tax to CFD No. 2022-1N (IA No. 2). The Certificate to Amend the Special Tax shall be completed for all Land Use Classes and shall set forth, as applicable, either (i) the reduced Assigned Special Tax for a Land Use Class as calculated pursuant to step 3.b., or (ii) the Assigned Special Tax as identified in Table 1 of Section C for a Land Use Class that was not revised as determined pursuant to step 3.a. A reduction to the Assigned Special Tax in one Land Use Class shall not require a reduction in any other Land Use Class.

5. If the anticipated date of issuance of Bonds is within 180 days of the date of receipt of the Price Point Study by the CFD Administrator, CFD No. 2022-1N (IA No. 2) shall execute the acknowledgement on such Certificate to Amend the Special Tax dated as of the closing date of such Bonds, and upon the closing of such Bonds, the Assigned Special Tax for each Land Use Class shall be as set forth in such Certificate to Amend the Special Tax. If the date of issuance of Bonds is not within 180 days of the date of receipt of the Price Point Study by the CFD Administrator, such Certificate to Amend the Special Tax shall not be acknowledged by CFD No. 2022-1N (IA No. 2) and shall, as of such date, be void and of no further force and effect. In such case, if subsequently Bonds are expected to be issued, at least 30 days prior to that Exhibit A

15 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) expected date, steps 1 through 5 of this section shall be performed based on a new Price Point Study.

6. After the execution by CFD No. 2022-1N (IA No. 2) of the acknowledgement on the Certificate to Amend the Special Tax, CFD No. 2022-1N (IA No. 2) shall cause to be recorded in the records of the County Recorder an Amended Notice of Special Tax Lien for CFD No. 2022-1N (IA No. 2) reflecting the Assigned Special Tax for CFD No. 2022-1N (IA No. 2) set forth in such Certificate to Amend the Special Tax.

7. If the Assigned Special Tax is not required to be changed for any Land Use Class based on the calculations performed under step 3 above, there shall be no reduction in the Assigned Special Tax and no Certificate to Amend the Special Tax shall be required.

I MANNER OF COLLECTION
The Special Tax will be collected in the same manner and at the same time as ordinary ad valorem property taxes; provided, however, that CFD No. 2022-1N (IA No. 2) may directly bill the Special Tax, may collect the Special Tax at a different time or in a different manner if necessary to meet its financial obligations, and may covenant to foreclose and may actually foreclose on delinquent Assessor’s Parcels as permitted by the Act.

J TERM OF SPECIAL TAX
The Special Taxes shall be levied until the final series of Bonds have matured, provided that the Special Taxes shall not be levied after Fiscal Year 2073-2074. The Special Taxes will cease to be levied in an earlier Fiscal Year if the CFD Administrator has determined that all required interest and principal payments on the Bonds have been paid, no delinquent Special Taxes remain uncollected, and the City has covenanted that it will not issue any more Bonds (other than refunding Bonds) to be supported by Special Taxes levied under this Rate and Method of Apportionment as described in Section D.

Exhibit A

A-1 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities)

EXHIBIT A

CERTIFICATE TO AMEND THE SPECIAL TAX
IMPROVEMENT AREA NO. 2

OF THE CITY OF PASO ROBLES
COMMUNITY FACILITIES DISTRICT NO. 2022-1N (OLSEN/SOUTH

CHANDLER RANCH - FACILITIES)

TAX REDUCTION CERTIFICATE

1. Pursuant to Section H of the Rate and Method of Apportionment, as attached to the Notice of Special Tax Lien, recorded in the Official Records of the County of San Luis Obispo as Instrument No. XXXXXX on MM/DD/YYYY, the City of Paso Robles (the “City”) hereby reduces the Assigned Special Taxes for Developed Property within CFD No. 2022- 1N (IA No. 2) set forth in Table 1 of the Rate and Method of Apportionment for CFD No. 2022-1N (IA No. 2).

2. The calculations made pursuant to Section H were based upon a Price Point Study that was received by the CFD Administrator on _________________.

3. The information in Table 1, relating to the Assigned Special Tax for Developed Property within CFD No. 2022-1N (IA No. 2) shall be amended and restated in full as follows:

Exhibit A

A-2 Amended and Restated Rate and Method of Apportionment CFD No. 2022-1N (IA No. 2) (Olsen/South Chandler Ranch - Facilities) Table A-1: Assigned Special Tax for Developed Property
Land Use
Class
Residential Floor Area Assigned Special Tax
1 RESIDENTIAL PROPERTY (>= 2,300 SF) [$ ] PER DWELLING UNIT 2 RESIDENTIAL PROPERTY (2,200 - 2,299 SF) [$ ] PER DWELLING UNIT 3 RESIDENTIAL PROPERTY (2,100 - 2,199 SF) [$ ] PER DWELLING UNIT 4 RESIDENTIAL PROPERTY (2,000 - 2,099 SF) [$ ] PER DWELLING UNIT 5 RESIDENTIAL PROPERTY (1,900 - 1,999 SF) [$ ] PER DWELLING UNIT 6 RESIDENTIAL PROPERTY (< 1,900 SF) [$ ] PER DWELLING UNIT 7 NON-RESIDENTIAL PROPERTY $34,020 PER ACRE

4. Upon execution of the certificate by the City and CFD No. 2022-1N (IA No. 2), the City shall cause an amended Notice of Special Tax Lien for CFD No. 2022-1N (IA No. 2) to be recorded reflecting the modifications set forth herein.

Submitted:

CFD ADMINISTRATOR
By: Date:

By execution hereof, the undersigned acknowledges, on behalf of CFD No. 2022-1N (IA No. 2), receipt of this certificate and modification of the Rate and Method of Apportionment as set forth in this certificate.

Improvement Area No. 2 of Community Facilities District No. 2022-1N (Olsen/South Chandler Ranch - Facilities) of the City of Paso Robles.

By: Date as of:

Exhibit A

Council Agenda Report
From: Jonathan Stornetta, Fire Chief
Damian Nord, Police Chief
Subject: Approval of Resolution Awarding Professional Services Agreement to AP Triton to Conduct a Public Safety Community Risk Assessment, Standards of Cover Deployment Analysis and Strategic Staffing Study
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: February 4, 2025
Facts

1. The City is committed to providing the most effective service to the community and upholding efficiency in the organization, all while ensuring fiscal responsibility.

2. In 2018, the Paso Robles Police Department presented to City Council a Staffing Analysis and Workload study; this report was conducted internally.

3. In 2020, voters within the City of Paso Robles approved Measure J-20, a one cent sales tax which has directed substantial resources to public safety services, including additional staffing, equipment, facilities, and resources.

4. In 2022, Paso Robles Fire and Emergency Services adopted a Community Risk Assessment/Standards of Cover and a Five-year Strategic Plan.

5. In spring 2024, the City Council approved a new collection of strategic goals and priorities for FY 2024- 25 and FY 2025-26. Goal 9 under the Public Safety Goal Area states, “Conduct a comprehensive study to determine appropriate resource allocation for effective emergency response.” This item is responsive to that goal.

6. In October 2024, the City issued a Request for Proposal (RFP) to conduct an update to the Public Safety Community Risk Assessment/Standard of Cover for both the Police and Fire and Emergency Services Departments.

7. A review committee consisting of Police Chief, Damian Nord, Emergency Services, Chief Jonathan Stornetta, Deputy Fire, Chief Randy Harris, and Police Commander, Caleb Davis, met and rated each consulting firm.

8. The committee concluded that the proposal submitted by AP Triton was the most complete and comprehensive proposal, demonstrating the most experience in providing the requested assessment in a timely manner.

9. The FY 2024-25 budget included appropriations of $150,000 to complete this project, utilizing J-20 funds. These funds will be sufficient to achieve this assessment.

Options

1. Take no action;

2. Authorize the City Manager to execute a professional services agreement with AP Triton in the amount not to exceed $150,000;

3. Provide alternative direction to staff.

Analysis and Conclusions
The City of Paso Robles received five proposals for conducting the Community Risk Assessment, Standards of Cover (CRA-SOC), and Staffing Study for its Fire and Police Departments. Among the applicants, AP Triton stands out as the most qualified and experienced partner for this project. Currently, engaged in a study for the City’s Emergency Services, AP Triton has established a proven track record of delivering actionable, data-driven recommendations tailored to our city’s unique needs. As a recognized leader in the industry, AP Triton’s expertise spans decades of public safety consulting, making them uniquely equipped to integrate their ongoing efforts with this initiative. Their familiarity with Paso Robles’ operational landscape, coupled with a commitment to national best practices and stakeholder collaboration, ensures a seamless, efficient process and high-quality deliverables that will drive long-term improvements in public safety.

The AP Triton proposal for the Paso Robles Fire and Police Departments outlines a comprehensive strategy for conducting a Community Risk Assessment, Standards of Cover (CRA-SOC), and a staffing study to enhance public safety services. The project’s objectives focus on data-driven evaluations and operational efficiency.

Paso Robles Fire and Emergency Services (PRFES)
For PRFES, the CRA-SOC involves assessing the department's service capabilities and risks through advanced GIS mapping, data analytics, and community engagement. The proposal emphasizes aligning with national standards, such as those from the National Fire Protection Association (NFPA) and Center for Public Safety Excellence (CPSE). Key tasks include:
 Community Risk Profiling: Analyzing local hazards, including urban and Wildland Urban Interface (WUI) risks, to establish service priorities.
 Service Delivery Evaluation: Reviewing emergency response protocols, infrastructure, staffing, and mutual aid agreements to identify gaps and propose enhancements.  Performance Metrics: Establishing benchmarks to evaluate PRFES’s effectiveness and compliance with industry best practices.

Paso Robles Police Department Assessment
The staffing study for the Paso Robles Police Department (PRPD) evaluates current operations and anticipates future service demands. The study emphasizes:
 Organizational Review: Examining PRPD’s structure and workflows to ensure alignment with community safety needs.
 Staffing Analysis: Assessing patrol and investigative units to determine current and projected personnel requirements.
 Community Engagement: Utilizing surveys to align departmental strategies with public expectations and improve trust.
 Operational Innovation: Identifying alternative service delivery models to optimize resources and enhance efficiency.

Integrated Approach
AP Triton adopts a unified methodology to streamline processes and provide cohesive recommendations for both departments. By cross-analyzing data and employing a joint project team, the proposal seeks to maximize resource efficiency and deliver actionable insights that serve the city’s strategic goals.

Stakeholder Engagement
Stakeholder input is integral, involving elected officials, departmental leadership, personnel, and community representatives. This ensures the analysis reflects both operational realities and community priorities. Surveys and interviews provide additional qualitative data to shape recommendations.

Methodology and Deliverables
The project emphasizes:
 Data-Driven Insights: Leveraging historical data, geographic information systems, and operational metrics to inform decisions.
 Comprehensive Reporting: Providing actionable recommendations for staffing, resource allocation, and long-term strategic planning.
 Standards Alignment: Ensuring all findings and recommendations adhere to recognized public safety and law enforcement standards.

This proposal underscores a proactive, collaborative, and standards-driven approach to enhancing public safety in Paso Robles, tailored to its evolving community needs and growth projections. The study is anticipated to take approximately six months to complete.

Fiscal Impact
The assessment has a one-time cost of $139,991, fully covered within the current approved budget of $150,000. There are no ongoing costs associated with this project. However, based on the assessment results, additional recommendations may be brought to the City for consideration in the future.

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

Recommendation (Option 2)
Approve Resolution 25-XXX authorizing the City Manager to execute a professional services agreement with AP Triton in the amount not to exceed $150,000.

Attachments

1. Resolution 25-XXX – AP Triton PSA
a. Exhibit A - AP Triton proposal

Attachment 1
RESOLUTION 25-XXX

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

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH AP TRITON TO CONDUCT A

COMMUNITY RISK ASSESSMENT STANDARDS OF COVER DEPLOYMENT ANALYSIS FOR PUBLIC SAFETY WHEREAS, the Paso Robles Public Safety Departments are committed to providing the most effective service to the community and upholding efficiency in the organization, all while ensuring fiscal responsibility; and
WHEREAS, in 2022, Paso Robles Fire and Emergency Services adopted a Community Risk Assessment/Standards of Cover and a Five-Year Strategic Plan to enhance its operational effectiveness; and
WHEREAS, in 2018, the Paso Robles Police Department presented to City Council a Staffing Analysis and Workload Study conducted internally to evaluate and plan for resource allocation; and
WHEREAS, in October 2024, the City of Paso Robles issued a Request for Proposal (RFP) to conduct a comprehensive public safety community risk assessment/standard of cover to support strategic planning for police and fire services; and
WHEREAS, a proposal review committee consisting of Police Chief Damian Nord, Emergency Services Chief Jonathan Stornetta, Deputy Fire Chief Randy Harris, and Police Commander Caleb Davis evaluated the submissions and selected the consulting firm AP Triton; and WHEREAS, the committee determined that the proposal submitted by AP Triton was the most complete and comprehensive, demonstrating extensive experience in providing the requested assessment in a timely manner; and
WHEREAS, the FY 2024-25 budget included appropriations of $150,000 from J-20 funds, which are sufficient to complete this project and achieve the desired assessment.

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

1. The selection of AP Triton to conduct the public safety community risk assessment/standard of cover is hereby approved.

2. The City Manager is authorized to execute the necessary agreements with AP Triton to initiate the assessment project.

3. The appropriated funds from the FY 2024-25 budget will be utilized to complete this project, ensuring alignment with the City’s strategic objectives.

4. This action is not a project under the California Environmental Quality Act as conducting this study has no reasonably foreseeable impact on the physical environment.

Attachment 1
APPROVED this 4
th day of February 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk
Exhibit A – AP Triton Proposal

Proposal to conduct a

COMMUNITY RISK ASSESSMENT
Standards of Cover
Deployment Analysis &
Strategic Staffing Study
City of Paso Robles
Fire & Police Departments
December 2024
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 1 |

CONTENTS
Cover Letter..........................................................................................................2 Introduction..........................................................................................................4 Understanding of the City’s Role and Relationships......................................................... 4 Awareness of Key Issues....................................................................................................... 4 Key Project Staff & Qualifications ......................................................................6 Project Team Qualifications .............................................................................10 Projects & Experience.......................................................................................20 Project Understanding, Technical Approach & Work Plan ...........................25 Project Understanding........................................................................................................ 25 Phase One—Project Initiation & Information Acquisition............................................... 27 Phase Two—Fire Department Assessment ....................................................................... 32 Phase Three—Police Department Assessment................................................................ 42 Phase Four—Development & Delivery of Final Report................................................... 47 Project Timeline .................................................................................................48 Client References & Work Product Examples.................................................49 Client Testimonials.............................................................................................52 Project Budget Estimate & Fee Schedule........................................................53 Payment Information ........................................................................................54 AP Triton’s Certificate of Insurance & Litigation..............................................55 Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 2 |

COVER LETTER
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 3 |
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 4 |

INTRODUCTION
AP Triton understands that the City of Paso Robles is committed to maintaining a high standard of public safety services while adapting to the challenges of a growing and evolving community. The City’s governance structure, characterized by its Council-Manager model, emphasizes strategic oversight and efficient service delivery across diverse operational areas, including Fire and Emergency Services (PRFES) and Police Department (PRPD).

The expectations outlined in the RFP reflect the City’s proactive approach to ensuring that its public safety operations are aligned with industry standards, best practices, and the unique needs of Paso Robles. By commissioning a Community Risk Assessment and Standards of Cover Deployment Analysis (CRA-SOC) for PRFES and a Staffing Study for PRPD, the City demonstrates its commitment to data-driven decision-making, fiscal responsibility, and the enhancement of public safety capabilities to meet both current and future demands.

UNDERSTANDING OF THE CITY’S ROLE AND RELATIONSHIPS
• City Leadership and Oversight: We recognize the City’s role in establishing policy and strategic priorities for public safety services while delegating operational execution to departmental leadership.
• Interdepartmental Collaboration: The relationship between PRFES and PRPD is vital in ensuring seamless responses to community emergencies, promoting public safety, and optimizing resource allocation.
• Community-Centered Approach: Paso Robles’ engagement with its residents, businesses, and stakeholders is integral to maintaining transparency, building trust, and aligning public safety services with community expectations.

AWARENESS OF KEY ISSUES
• Alignment with National Standards
Both the CRA-SOC and the Staffing Study must reflect recognized benchmarks, such as the guidelines of the Center for Public Safety Excellence (CPSE), National Fire Protection Association (NFPA), Insurance Services Office (ISO), California Peace Officer Standards and Training (P.O.S.T.), California Police Chiefs Association (CPCA), the International Association of Chiefs of Police (IACP), and other pertinent standards. These alignments will ensure PRFES and PRPD are positioned according to industry-best standards, operational efficiency, and enhanced public trust.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 5 |
• Community Growth and Service Demand
Paso Robles’ continued development necessitates a forward-looking approach to public safety. This includes addressing risks associated with population growth, urbanization, and Wildland Urban Interface (WUI) hazards for PRFES and increasing demands for PRPD’s law enforcement and community engagement services.
• Fiscal Sustainability
Balancing enhanced service delivery with financial responsibility is a key expectation. Our analysis will incorporate cost-effective strategies and resource optimization to ensure recommendations align with the City’s budgetary goals.
• Data-Driven Decision-Making
The RFP emphasizes the need for comprehensive data collection and analysis to inform strategic recommendations. This includes examining historical performance, risk assessments, staffing adequacy, and future demand projections. • Stakeholder Engagement
Engaging with City leadership, departmental staff, and community stakeholders is critical to ensuring that final deliverables address the diverse needs and expectations of the City of Paso Robles and its community.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 6 |

KEY PROJECT STAFF &

QUALIFICATIONS
Contact Information
About AP Triton
Established in 2014, AP Triton is a leading provider in the public safety industry with a proven track record in the fire service, emergency medical services, law enforcement, fire prevention, and life-safety programs. Our extensive experience spans a wide range of disciplines, enabling us to offer comprehensive solutions tailored to the unique needs of our clients.

Our team of consultants brings a wealth of expertise and has successfully executed numerous projects, including Master Plans, Strategic Plans, Emergency Operations Plans, Community Risk Assessments/Standards of Cover, Consolidation Feasibility Studies, EMS System Analyses, Staffing Studies, Agency Evaluations, Cost Recovery and Valuation Studies, and Fire Station Location Studies. We pride ourselves on our ability to deliver high-quality and actionable recommendations that drive positive change.

At AP Triton, we understand that traditional approaches to public safety may not always yield optimal results. That is why we prioritize innovative thinking and creative problem-solving. We believe that sustainable solutions require a forward-thinking mindset, and we bring our experience and expertise to help our clients overcome challenges and seize opportunities.

Address: 1309 Coffeen Avenue
Suite 3178, Sheridan, WY 82801
Phone: 833.251.5824 (toll free)
E-Mail: [email protected]
Website: www.aptriton.com
The headquarters of AP Triton,
LLC is located in Sheridan,
Wyoming. Consultants and
other subject matter experts
(SME) are located throughout
the United States.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 7 |
With our deep understanding of public safety departments of all sizes, AP Triton is uniquely positioned to address the specific needs of Paso Robles Fire and Emergency Services and Paso Robles Police Department. Our consultants have decades of experience working with diverse organizations, and we leverage this knowledge to provide customized, practical, and effective solutions. We take the time to listen to our clients, understand their local issues, and develop strategies that promote long-term success.

By choosing AP Triton as your consulting partner, you gain access to a dedicated team that is committed to delivering exceptional results. We prioritize your goals, remain responsive to your needs throughout the engagement, and provide ongoing support even after project completion. Our dedication to client satisfaction sets us apart and makes us the ideal choice for Paso Robles Fire and Emergency Services and Paso Robles Police Department’s consulting needs.

When it comes to innovative solutions, unparalleled expertise, and a commitment to your success, AP Triton is the partner you can rely on. Let us help you transform your public safety operations and achieve your goals in the most efficient and sustainable way possible.

AP Triton’s Approach to Projects
Based on the type of project and study requirements, AP Triton will refer to and utilize current industry best practices, along with relevant national standards promulgated by a wide variety of associations and organizations that develop consensus standards for the fire service and law enforcement, EMS, communications, and other related services. These may include the National Fire Protection Association (NFPA), Center for Public Safety Excellence (CPSE), Commission on Accreditation of Ambulance Services (CAAS), California Peace Officer Standards and Training (P.O.S.T.), California Police Chiefs Association (CPCA), the International Association of Chiefs of Police (IACP), the National Institute of Justice, and the Commission of Accreditation for Law Enforcement Agencies, and other organizations.

AP Triton utilizes a multi-faceted approach to providing recommendations for our clients. The following encompasses our best practices:
• Understand client needs: AP Triton begins by thoroughly understanding the specific needs and goals of your agency. This allows us to tailor our recommendations accordingly. • Enhance operational efficiency: AP Triton identifies opportunities to optimize operational processes.
• Incorporate data-driven decision-making: AP Triton utilizes data and analytics to drive decision-making recommendations.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 8 |
• Develop a work plan: AP Triton collaborates with the client to develop a work plan that outlines the goals, objectives, and action steps required to achieve desired outcomes of the project. This ensures the plan is realistic, measurable, and aligned with industry standards and best practices.
• Engage stakeholders: AP Triton involves key stakeholders, including elected officials, personnel, and management representatives, throughout the consulting process.

Stakeholder input and buy-in are crucial for the successful implementation and sustainability of any recommended changes.
• Conduct a comprehensive assessment: AP Triton conducts a thorough assessment of the existing organization(s). We identify areas for improvement and prioritize them based on their impact and feasibility.
• Focus on continuous training and education: AP Triton emphasizes the importance of ongoing training and education. We promote a culture of continuous learning, keeping up with the latest industry advancements, protocols, and technologies. • Foster collaboration and partnerships: AP Triton encourages collaboration between agencies when possible. These relationships facilitate information sharing, coordination, and mutual support to enhance services and outcomes.
• Ensure compliance with regulations: AP Triton strives to stay current with local, state, and federal industry regulations.
• Monitor and evaluate progress: AP Triton assists our clients in establishing systems for monitoring and evaluating the implementation of our recommendations and the overall performance of your organization.

Conflict of Interest Statement
AP Triton has neither directly nor indirectly entered into any agreement, participated in any collusion or collusion activity, or otherwise taken any action which in any way restricts or restrains the competitive nature of this solicitation including, but not limited to, the prior discussion of terms, conditions, pricing, or other offer parameters required by this solicitation.

AP Triton is not presently suspended or otherwise prohibited by any government from participating in this solicitation or any other contract to follow thereafter. Neither AP Triton nor anyone associated with AP Triton has any potential conflict of interest because of or due to any other clients, contracts, or property interests in this solicitation or the resulting project.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 9 |
Project Management Structure
AP Triton’s project teams have developed strong organizational skills and adaptability to effectively balance their workload and ensure successful outcomes across various engagements. AP Triton manages multiple projects simultaneously while ensuring high-quality work and meeting client expectations with the following strategies:
• Team: AP Triton customizes each team, matching our associates' skills and expertise to each client's specific needs. We delegate specific tasks or engage a team to assist with certain aspects of the project. By leveraging the expertise and skills of others, we can distribute the workload and maintain productivity.
• Time Management & Task Prioritization: Effective time management is crucial for consultants. They prioritize tasks, set deadlines, and allocate dedicated time blocks for each project. This helps them stay organized and focused on delivering results. • Project Planning: AP Triton creates work plans that outline key deliverables, milestones, and timelines for each project. This provides us with a clear roadmap and ensures we remain on track with our commitments.
• Effective Communication: Clear and proactive communication with clients is essential. AP Triton keeps our clients informed about project timelines, progress, and any potential challenges. This transparency fosters trust and helps us manage client expectations. • Leveraging Technology: Consultants utilize various tools and technologies to enhance their productivity and efficiency. Project management software, communication platforms, and collaborative tools enable seamless coordination, document sharing, and real-time updates.
• Efficient Work Processes: AP Triton is constantly evaluating quality assurance and quality improvement. We develop efficient work processes and methodologies based on our experience and industry best practices. We strive to streamline repetitive tasks, leverage templates and frameworks, and adopt standardized approaches to optimize our workflow. • Prioritization & Focus: AP Triton’s designated Project Manager is available for the duration of the assigned project. They lead the team and assist our associates and subject matter experts in prioritizing their tasks based on project urgency, client needs, and strategic importance.
• Collaboration: Our project teams do not operate in a silo. We possess a pool of expertise and resources. Our project teams collaborate to share insights, seek advice, and leverage collective knowledge to deliver high-quality results.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 10 |

PROJECT TEAM QUALIFICATIONS
AP Triton takes pride in its team of highly experienced and qualified professionals, each bringing specialized knowledge and proven expertise to meet the diverse and complex needs of our clients. Our team has a deep understanding of public safety operations, having worked extensively with fire, EMS, and law enforcement agencies across the United States.

We approach every project with a customized strategy, assembling a team of subject matter experts uniquely suited to address the specific requirements and goals of our clients. This careful selection process ensures that each project is guided by professionals whose skills and experiences align seamlessly with the project’s objectives.

At the helm of our efforts for the Paso Robles CRA-SOC and Staffing Study are seasoned leaders such as Kezia Wanner, a project management expert with extensive experience in public safety administration, and Frank Blackley, a recognized leader in community risk assessments and Standards of Cover development. Supporting them are specialists like Ryan Lee, whose distinguished career in law enforcement brings unparalleled insights into police operations, and Brent Faulkner, whose passion for community risk reduction is backed by decades of fire service experience.

Each team member’s expertise is complemented by a commitment to collaboration, innovation, and excellence. Our professionals not only possess technical proficiency but also have a proven ability to engage with agency leadership, staff, and stakeholders to foster trust and deliver actionable, data-driven solutions.

By partnering with AP Triton, the City of Paso Robles will benefit from a dynamic, multidisciplinary team dedicated to exceeding expectations. We are not just a service provider; we are a strategic partner committed to helping the City achieve its public safety goals with integrity, efficiency, and forward-thinking solutions.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 11 |
Kezia Wanner, MA
Project Manager
Summary of Qualifications
Kezia Wanner is an experienced government executive with extensive expertise in public safety and enterprise municipal management. Highly proficient in spearheading administrative operations, she excels in areas such as organizational management, strategic project coordination, human resources, finance, communications, technology, policy, fleet management, and facilities. Her leadership encompasses enterprise-wide operations and centralized services in law enforcement, fire service, transportation, and emergency management.

With more than two decades of managerial background in diverse governmental service areas, Wanner offers a holistic and strategic viewpoint. She is skilled at adapting her leadership style to meet organizational needs, whether it requires strategic change, crisis management, or culture stabilization.

Equally skilled at growing and supporting individual employees and guiding entire organizations, Wanner prioritizes genuine connections and shared mission and vision. Her leadership philosophy centers on taking care of employees, underpinned by the belief that supported staff will take care of an organization and in turn, deliver exemplary services.

In sum, Kezia Wanner's diverse portfolio of experience makes her an exceptional choice for steering complex projects and organizations toward long-term success.

Professional Experience
• Business Administration and Compliance Director, Oregon Department of Emergency Management, May 2024–present
• Deputy Director, Portland Fire & Rescue, Portland (OR), September 2021–January 2024 • Interim City Manager, City of Newberg (OR), October 2020–September 2021 • Deputy Director, Multnomah County Sheriff’s Office, Portland (OR), April 2018–October 2020 • Division Manager, Portland Bureau of Transportation, Portland (OR), September 2016–April 2018 • Program Manager, Portland Police Bureau, Portland (OR), March 2013–September 2016 • Budget Analyst, City of Portland, Portland (OR), December 2006–March 2013 • Grants Coordinator, Portland Police Bureau, Portland (OR), June 2004–December 2006 Education
• Master of Arts, Public/Applied History, California State University—Fullerton • Master of Arts, Public History, California State University—Fullerton Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 12 |
Frank Blackley, MPA, EFO, BS
Senior Associate/Fire Department CRA-SOC Lead
Summary of Qualifications
Chief Blackley has more than 35 years of experience in the fire service and has served with several departments in southeastern North Carolina. His service began at the Wilmington Fire Department before spending nearly 10 years at the Wrightsville Beach Fire Department. In 1996, he began working with New Hanover County Fire Rescue as a fire inspector/investigator. In 1999, he returned to the Wilmington Fire Department as an inspector and was promoted to Assistant Chief and Fire Marshal in 2001. He served in this role until 2009, then transferred to Assistant Chief of Operations. In 2012, he assumed his last role as Assistant Chief of Support Services.

Chief Blackley brings a long list of education, experience, and technical expertise to AP Triton. With experience in both combination and career departments, he possesses a demonstrated record of professionalism and a commitment to excellence. In addition to fire administration and management accomplishments, Chief Blackley has contributed to Vision 20/20 as a technical advisor for several states and developed a new Outcome Measures Guide. He has spoken nationally on Community Risk Reduction and how to use data in decision-making. He is familiar with the Center for Public Safety Excellence accreditation process and wrote several categories for his previous department.

Educational Background
• University of North Carolina Wilmington, Master’s Public Administration, Urban and Regional Policy and Planning, 2011
• Executive Fire Officer Program, Emmitsburg, MD, 2009
• University of Maryland University College, Bachelor of Science in Fire Science, 1996 • Guilford Technical Community College, Associate of Science in Fire Science • Commission on Professional Credentialing, Chief Fire Officer Professional Experience
• Consultant, Emergency Services Consulting International (ESCI), 2019–2020 • Technical Advisor, Vision 20/20
• Assistant Fire Chief, City of Wilmington, NC
• Deputy Fire Marshal, New Hanover County, NC
Relevant Experience
• President, North Carolina Fire Marshal’s Association
• Chair, New Hanover County Public Safety Communication Center Policy Board • Member, North Carolina Fire Code Revision Committee
Associated Professional Accomplishments
• Assisted in the development of the Community Risk Reduction course for National Fire Academy • Developed the Outcome Measures Guide for Vision 20/20 • Published author, Crisis Response Journal, Hurricane Florence: Response and Recovery Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 13 |
Ryan Lee MCJ, BS
Specialized Services Division Manager
Summary of Qualifications
Chief Ryan Lee is a veteran of U.S. Coast Guard and began his police career with the Portland Police Bureau in Portland, Oregon in 2000. Chief Lee rose through the ranks, retiring in 2020 as an Assistant Chief of Police. He served in a variety of assignments from Patrol Officer to Assistant Chief of Services with experience in undercover operations, supervision of patrol canines, traffic enforcement and investigations and crime reduction and community policing efforts. He was also assigned to the Rapid Response Team, a specialized all-hazards and public order unit for over 15 years, rising through the ranks of that team. He was instrumental in designing collaborative training for public order (crowd management and control) for the Portland Metropolitan region training personnel from multiple counties, states, and the federal government. He is an experienced police modernizer and reformer, having experienced both success and setbacks. He was part of the Chief’s Office leadership team that brought the Portland Police Bureau into substantial compliance with the settlement agreement with the Department of Justice but has experienced challenges modernizing and reforming elsewhere in his career. His expertise in public order policing has led to him serving as a subject matter expert for the National Institute of Justice, the Department of Justice Collaborative Reform Initiative Technical Assistance Center, and National Tactical Officer Association, and has lectured internationally on the subject.

Professional Development & Education
• Master of Criminal Justice (MCJ)—Boston University
• B.S. Criminal Justice—California State University, Sacramento Professional Experience
• Adjunct Criminal Justice Professor—Portland State University (2017) and Mount Hood Community College (2014–2017)
• Chief of Police City of Boise Police Department, 2020–2022 • Various ranks from Police Officer to Assistant Chief of Police—Portland Police Bureau (2000–2020) • Public Order Policing, Emergency Management, Undercover Operations, Traffic Enforcement and Investigations, Patrol Canine Operations, and extensive leadership experience • Leader for hundreds of large-scale incident ranging from the World Indoor Track and Field Meet to 2016 Post-Election Civil Unrest as well the associated debriefings, after-action reviews, post-incident reports, and detailed investigations
Associated Professional Accomplishments
• Committee Member for the development of national standards for personal protective equipment for public order policing with the National Institute of Justice • Committee Member that designed national standards for public order policing teams with the National Tactical Officer Association
• Keynote speaker for the Royal Canadian Mounted Police’s First International Workshop on Public Order Policing
• Coordinated with the Federal Protective Service to design curriculum for the Federal Law Enforcement Training Center for public order policing
• Current Member, International Association Chiefs of Police Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 14 |
Mark Pfetzer CRM
Associate/Policing SME
Summary of Qualifications
Mark Pfetzer has been working in policing since 2002 and continues to actively work in the field. Holding various ranks and positions, he has gained extensive experience in professional standards, investigations, recruitment & hiring, personnel development, policy management, risk management, and more.

In his tenure Mark successfully developed multiple programs to include data driven recruitment processes; constitutionally sound use of force policies, procedures, and training; field training programs; and policy structure and content. Mark was sought out to bring his organizational skills to the New Mexico Sheriff’s Association where he served as the director of training.

As an advocate for officer wellness, Mark was a founding member of Guardian Initiatives, a nonprofit organization working to raise awareness, training, and funding for first responder mental wellness and suicide prevention. He is a graduate of the National Outdoor Leadership School, an accomplished climber with two Everest attempts, and most recently led a three-man rowing team on a 51-day, 3,000- mile Atlantic Ocean crossing.

Work Experience
• Durango Police Department Police Administrative Manager • San Juan County Sheriff’s Office (Retired): Captain (Administrative & Operations); Lieutenant; Administrative & Patrol; Sergeant; and Deputy
• New Mexico Sheriff’s Association: Director of Training • Mason Police Department: Police Officer
Professional Development & Education
• Certified Risk Manager—Risk & Insurance Education Alliance • FBI National Academy Class #266
• Professional Standards Investigations
• Supervisory Liability
Instructor Experience
• New Mexico General Police Instructor: Leadership; Ethics Policy; Report Writing; Use of Force; Firearms & Tactics Officer Wellness
Professional Affiliations
• International Association of Chiefs of Police (IACP)
• FBI National Academy Associates (FBINAA)
• Colorado Public Risk Management Association (CO PRIMA) Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 15 |
Brent Faulkner, MAM, FO
Senior Associate/Community Risk Assessment
Summary of Qualifications
Brent has served for 27 years in the fire service and brings a well-rounded perspective to the Emergency Services sector. With experience in private, volunteer, and career fire service, as a supervisor at one of our nation’s DHS Terrorism Fusion Centers, and as a small business owner serving the fire service, he understands multiple perspectives and brings a unique vision for where we are and where we could be. As a former CPSE Accreditation Manager for his department, he appreciates the value of accreditation and, more importantly, the continuous improvement needed to achieve and maintain it.

Community Risk Reduction (CRR) is at the heart and soul of his vision. Brent views CRR as a holistic approach to serve the community before, during, and after an event—not as a single function limited to a select few personnel. He believes that the community must be at the center of CRR, with representation and engagement from all stakeholders, including government, the private sector, religious organizations, healthcare, special interest groups, and emergency services. Brent is passionate about seeing CRR as the managerial tool to prevent, mitigate, and restore “normalcy” as soon as possible after an event.

A champion of technology, Brent envisions a future where we can more effectively educate, serve, and understand our community and the “why” behind our work. To him, technology is far more than just data collection; it is the pathway to serving our community with the limited resources we have. Proper implementation of technology ensures that our human resources are directed where they are needed most.

Professional Experience
• Anaheim Fire & Rescue—Battalion Chief/Accreditation Manager • Virtual CRR Inc.—Owner/President
• OCEMT—Advisory Board Member
• Orange County Intelligence Assessment Center (OCIAC)—Critical Infrastructure Unit Supervisor • Jet Propulsion Laboratories (JPL) Fire Department/Wackenhut—Firefighter • Riverside County Fire Department—Volunteer Firefighter Educational Background & Certifications
• Master of Arts, Business Administration and Management—University of Redlands • Bachelor of Science, Occupational Studies—California State University Long Beach Associated Professional Accomplishments
• Created the Virtual CRR program for Fire Departments to teach and understand their community • CPSE Accreditation Manager
• ISO Manager for City of Anaheim, Class 1 City
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 16 |
Elizabeth Gallagher MPA, BA
Senior Associate/Finance and Business Operations SME
Summary of Qualifications
Elizabeth Gallagher is an experienced finance professional with a strong track record in budget management, financial analysis, and process management. She has demonstrated expertise in delivering data-informed recommendations to senior leadership and elected officials regarding budget development and management.

Elizabeth's focus on seeking improvements through efficiencies and collaborating with stakeholders across groups consistently provides agreeable solutions to challenging, time-sensitive organizational issues.

Professional Development & Education
• North Carolina State University, Master of Public Administration, Raleigh, NC, May 2011 • Wake Forest University, Bachelor of Arts in Political Sciences, Winston-Salem, NC, May 2008 Professional Experience
• Deputy Director, Portland Fire & Rescue, Portland (OR), February 2024–Present–January 2024 • City of Portland (OR), Office of the Chief Administrator—Community Safety Division, Budget Lead (Analyst IV)—July 2022–January 2024
• City of Portland (OR), Portland Police Bureau—Principal Analyst (Analyst III), Business Services Division, August 2019–July 2022
• City of Portland (OR), Portland Police Bureau—Financial Analyst II, January 2019–June 2019 • City of Portland (OR), Portland Police Bureau—Senior Management Analyst (Analyst II), Fiscal Services Division, July 2017–August 2019
• City of Portland (OR), Portland Police Bureau—Management Analyst (Analyst II), Fiscal Services Division, December 2013–July 2017
• City of Portland (OR), Portland Police Bureau—Management Assistant (Analyst I), Fiscal Services Division, November 2011–December 2013
Professional Skills
• Financial analysis
• Budget development and management
• Personnel expense forecasting
• Written and oral communication for broad audiences with various levels of financial literacy • Data analysis and visual presentation tools: Microsoft Excel, Tableau • Professional Communication tools: Microsoft PowerPoint, Microsoft Word • Research and Problem-solving
• Teamwork and Collaboration
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 17 |
Peter Pincetl, MBA, BA
Senior Associate/PD Data-GIS Analyst
Summary of Qualifications
With 7+ years in Public Safety Data Analytics, Peter Pincetl excels in data analysis, visualization, reporting, and application development. Specializing in Law Enforcement and Corrections Analytics, he holds an LEDS/CJIS certification, showcasing advanced skills in SQL, Excel statistical analysis, Tableau Mapping and Visualization, and database modeling.

Peter develops applications for tracking public safety data and automating reporting. He has applied Lean and Project Management principles to enhance integrity, and optimize performance in public safety workflow. His statistical and Geospatial methods unveil trends in safety operations, creating accessible visualizations through Tableau and Excel. He's adept at Extraction, Transformation and Loading processes, working with RMS, CAD, and various other data systems, showing competence in complex data structures.

Pairing these techniques and strong written communication skills, Peter translates data into actionable insights, significantly impacting data-driven decisions in public safety.

Professional Development & Education
• Concordia University MBA, 2015–2017
• Lewis & Clark College BA, Economics, 2005–2009
Professional Experience
• Development Analyst at Multnomah County Sheriff’s Office, 2020–2023 • Research/Evaluation Analyst, Sr. at Multnomah County Sheriff’s Office, 2018–2020 • Data, Compliance and Reporting Analyst at SE Works, Inc, 2016–2018 • Manager of Re–Entry Services at SE Works, Inc, 2014–2016 • WorkSource Reentry Coordinator at SE Works, Inc, 2013–2014 • Employment Specialist at SE Works, Inc, 2012–2013
Notable Data–Related Projects
• Contributed to development of Quarterly and Annual Reports for Agency Uses of Force 12/2022– Present
• Developed Overtime Tracking bi–weekly report for select units 01/2021–Present • Extracted, Cleaned, Transformed and Loaded Staffing data to feed staffing and retirement forecasting report and dashboard, 4/2020–Present
• Developed Firearm Incident Tracking, Analysis and Reporting System 03/2022–10/2022 • Contributed to Human Resources Recruitment and Retention Process Improvement Project 3/2021– 6/2021
• Contributed to Special Assignments Process Revision Project 4/2021–10/2021 • Developed and Automated Daily and Monthly "Health of Court Operations" reports 07/2020–Present • Secured Merit Citation: Agency Strategic Plan 2020–2022 Development 12/2019–8/2021 • Secured Merit Citation: Process Improvement Project: Court Services Unit 03/2018–10/2018 Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 18 |
Jessica Nester, MS
Senior Associate/FD Performance & GIS Analyst
Summary of Qualifications
Jessica has over 12 years of experience in geographic information systems and over 8 years in public safety data analysis. She has worked with local, state, and federal government developing technical solutions for field data collection, hazard modeling, community lifeline status, and more. During her time with New Hanover County Fire Rescue, she helped develop the standard of cover and community profiles for the department’s first accreditation.

Jessica has leveraged cutting-edge geospatial technology to support a wide range of public safety initiatives, from risk assessment and hazard mitigation plans to real-time situational awareness during emergencies. She specializes in data visualization, dashboard development, network analyst, spatial analysis statistics, and predictive modeling.

During her career, Jessica has successfully led a comprehensive GIS-based fire station relocation project that will optimize emergency response times and improve service delivery. Using spatial analysis techniques, she combined historical incident data with government-owned parcels and properties to evaluate optimal site locations. Her presented data-driven recommendations will lead to a replacement fire station of an older station not in an ideal location and a brand-new station for a major metropolitan area.

Jessica is passionate about using geospatial technology to save lives, protect communities, and improve the efficiency and effectiveness of emergency services. With a commitment to public safety, she continuously seeks innovative ways to apply GIS to the evolving challenges in emergency management and disaster resilience.

Professional Development & Education
• Master of Science in Geosciences, University of North Carolina Wilmington • Bachelor of Arts in Earth Sciences, Kent State University Professional Experience
• Geospatial Analyst, Innovated Emergency Management (September 2022–Present) • Public Safety Data Analyst, New Hanover County (July 2016–September 2022) • Geospatial Consultant, Trust for Public Land (June 2013–July 2016) • Geoscience Adjunct Instructor, Coastal Carolina Community College (January 2016–July 2016) Memberships
• North Carolina ArcGIS User Group (NCAUG)
• Golden Key International Honor Society
• Sigma Gamma Epsilon Geological Honor Society
Honors
• Distinguished Service Award, New Hanover County Fire Rescue • Summa Cum Laude, Phi Beta Kappa Nu Chapter of Ohio
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 19 |
Melissa Vazquez Swank MA, BA
Director of Project Operations/Community & Internal Surveys Summary of Qualifications
Melissa Vazquez Swank is an accomplished Director of Project Operations with over 11 years of experience in project management and administration. She excels in overseeing the full project lifecycle, from proposal development through to completion, ensuring comprehensive planning, meticulous tracking, and thorough documentation. Her expertise spans critical project functions, including RFP/RFQ analysis, scope development, and quality assurance, ensuring seamless project execution and client satisfaction.

A strategic leader, Melissa is adept at optimizing productivity by implementing sustainable, efficient practices that minimize resource waste while maximizing output quality. Her focus on accuracy and attention to detail ensures all deliverables consistently meet high standards. She is also experienced in recruitment, onboarding, and team development, strengthening project teams and enhancing organizational competitiveness.

Professional Development & Education
• Portland State University MA, Public History/Native American History, 2010–2013 • Portland State University BA, History, 2007–2009
Professional Experience
• Director of Project Operations at AP Triton, November 2022–Present • Professional Services Manager at AP Triton, September 2021–October 2022 • Owner of 3:17 Associates, Principal Consultant, 2021–Present • Quality Assurance & Recruitment Specialist at Emergency Services Consulting International (ESCI), January 2020–August 2021
• Recruitment Specialist at ESCI, July 2017–January 2020 • Technical Proofer and Quality Assurance Specialist at ESCI, March 2015–January 2020 • Adjunct Research Assistant at Portland State University, December 2015–2018 • Freelance Virtual Assistant, December 2014–Present
• Project Administrator at ESCI, September 2013–June 2014 Select Project Experience
• Alameda City FD, CA—CRA-SOC
• Bend Fire & Rescue, OR—Strategic Plan
• Central FD (Santa Cruz County, CA)—Master Plan & Strategic Plan • Central Pierce FR, WA—Strategic Plan
• Mariposa County Sheriff’s Office, CA—Organizational & Staffing Analysis • McMinnville PD, OR—Strategic Plan
• Menlo Park Fire District, CA—Strategic Plan
• Napa County FD, CA—Master Plan
• Santa Barbara FD—CRA-SOC & Performance Update
• Santa Clara LAFCO, CA—MSR-SOI Update
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 20 |

PROJECTS & EXPERIENCE
The following is a partial list of AP Triton’s current and former clients. An expanded list can be provided upon request.
• Aberdeen Fire Department (WA) • Hermosa Beach Fire Department (CA) • Alameda County Fire Chiefs Association (CA) • Huntington Beach Fire Department (CA) • Alameda County FPD (CA) • Idaho Fire Chiefs Association (ID) • Alaska Fire Chiefs Association (AK) • Kennewick Fire & Ambulance (WA) • Albany Fire Department (OR) • Kern County Fire Department (CA) • American Canyon Fire Protection District (CA) • La Verne Fire Department (CA) • Anaheim Fire and Rescue (CA) • Lake Ozark FPD (MO)
• Aspen Fire Department (CO) • Lincoln Fire & Rescue (NE) • Berkeley Fire Department (CA) • Long Beach Fire Department (CA) • Bethel Fire Department (AK) • Manatee County (FL)
• Big Bear Lake Fire Department (CA) • Marysville Fire District RFA (WA) • Blaine County (ID) • Medford Fire Department (OR)
• Blaine County Ambulance Service District (ID) • Menlo Park Fire Protection District (CA) • Brattleboro Fire Department (VT) • Merced Fire Department (CA) • Brea Fire Department (CA) • Milwaukee Fire Department (WI) • Brigham City Fire Department (UT) • Modesto FD/Stanislaus County OES (CA) • Burbank Fire Department (CA) • Montecito FPD (CA)
• California Fire Chiefs Association (CA) • Napa County Fire Department (CA) • California Metro Chiefs Association (CA) • Napa Fire Department (CA) • Carlsbad Fire Department (CA) • Nevada LAFCO (CA)
• Carolina Panthers, Bank of America Stadium (NC) • North View Fire District (UT) • Carroll County Ambulance District (MO) • Orting Valley Fire-Rescue (WA) • Carson City Fire Department (NV) • Pflugerville Fire Department (TX) • Central Fire District of Santa Cruz County (CA) • Placer LAFCO (CA) • Central Jackson County FPD (MO) • Portland Fire Department (TX) • Central Kitsap Fire & Rescue (WA) • Putney Fire Department (VT) • Central Pierce Fire Protection (WA) • Redmond Fire & Rescue (OR) • Chariton County Ambulance District (MO) • Redmond Fire Department (OR) • Chico Fire Department (CA) • Ridgecrest Regional Hospital • Chula Vista Fire Department (CA) • Riverside City Fire Department (CA) • City of Alameda Fire Department (CA) • Salado VFD/Bell Couty ESD #1 (TX) • City of Costa Mesa Fire Department (CA) • Salinas Fire Department (CA) Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 21 |
• City of Downey Fire Department (CA) • San Bernardino County JPA (CA) • City of Fresno Fire Department (CA) • San Diego Fire Department (CA) • City of Kingsburg (CA) • San Luis Obispo Fire Chiefs Association (CA) • City of Long Beach (CA) • San Ramon Valley Fire Protection District (CA) • City of Napa Fire Department (CA) • Santa Barbara (City) Fire Department (CA) • City of Ontario/San Bernardino County (CA) • Santa Barbara County Fire Chiefs Association (CA) • City of Pflugerville (TX) • Santa Barbara County Fire Department (CA) • City of San Diego Fire Department (CA) • Santa Clara LAFCO (CA) • City of Santa Ana (CA) • Santa Cruz County Fire Department (CA) • City of Westminster (CA) • Santa Cruz LAFCO (CA)
• Clackamas Fire District 1 (OR) • Santa Maria Fire Department (CA) • Clifton FPD/Grand Junction FD (CO) • Santee Fire Department (CA) • Coalinga Fire Department (CA) • Seattle Fire Department (WA) • CONFIRE JPA (CA) • Solano County Fire Chiefs Association (CA) • Contra Costa County FPD (CA) • Sonoma County Fire District (CA) • Cowlitz 2 Fire & Rescue (WA) • Sonoma Valley Fire Department (CA) • Davidson Fire Department (NC) • Stockton Fire Department (CA) • DeKalb County Fire Rescue (GA) • Suisun City Fire Department (CA) • Derby Fire Department (KS) • Sunnyside Fire Department (WA) • Douglas Okanogan County FD 15 (WA) • Tacoma Fire Department (WA) • Eastern Placer County JPA (CA) • Templeton Fire & Emergency Services (CA) • El Dorado Hills Fire Department (CA) • Town of Stowe (VT) • Elk Creek Fire Protection District (CO) • Truckee Meadows Fire Protection District (NV) • Eugene Springfield Fire (OR) • Tualatin Valley Fire & Rescue (OR) • Eureka Fire Protection District (MO) • Tulare Fire Department (CA) • Fairfield Fire Department (CA) • Ukiah Valley Fire Authority (CA) • Fort Myers Fire Department (FL) • Utah Fire Chiefs Association (UT) • Fremont Fire Department (CA) • Vacaville Fire Department (CA) • Fullerton Fire Department (CA) • Valley Center Fire Protection District (CA) • Gig Harbor/Pierce FD #5 (WA) • Ventura County Fire Department (CA) • Golden Fire Department (CO) • Washington Fire Chiefs Association (WA) • Golden/Fairmount/Pleasant View FDs (CO) • Watsonville Fire Department (CA) • Grand Junction Fire Department (CO) • Webster Fire Department (TX) • Grand River Regional Ambulance (MO) • Whitefish Fire Department (MT) • Gray’s Harbor Fire District #5 (WA) • Williamson County (TX) • Hawaii Fire Chiefs Association (HI) • Williston Fire Department (VT) Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 22 |
Project Types
The following is a partial list of projects in which the members of the Project Team for this study have either served as the Project Manager or participated in. Our team has participated in dozens of studies throughout the United States.

Project Description Organization
• Operational & Staffing Analysis Lincoln Police Department (CA) • Organizational & Operational Analysis Greeley Police Department (CO) • Organizational & Staffing Analysis Mariposa County Sheriff’s Office (CA) • Ambulance Services Optimization Study: Alameda County Fire Chiefs Association (CA) • Ambulance Services Optimization Study: Santa Barbara County Fire Department (CA) • Ambulance Services Study: Modesto FD/Stanislaus County OES (CA) • Annexation Study (three districts): Contra Costa County FPD (CA) • Community Risk Assessment/SOC: Coalinga Fire Department (CA) • Community Risk Assessment/SOC: Davidson Fire Department (NC) • Community Risk Assessment/SOC: La Verne Fire Department (CA) • Community Risk Assessment/SOC: Marysville Fire District RFA (WA) • Community Risk Assessment/SOC: Medford Fire Department (OR) • Community Risk Assessment/SOC: San Ramon Valley Fire Protection District (CA) • Community Risk Assessment/SOC: Santa Barbara (City) Fire Department (CA) • Community Risk Assessment/SOC: Tulare Fire Department (CA) • Community Risk/Service Delivery Analysis: Santee Fire Department (CA) • CRA-SOC & Master Plan Update: Salinas Fire Department (CA) • CRA-SOC & Master Plan Update: Santa Maria Fire Department (CA) • Consolidation Feasibility Study: Elk Creek Fire Protection District (CO) • Cooperative Services Study: Clifton FPD/Grand Junction FD (CO) • Countywide Fire Service Review: Santa Clara LAFCO (CA) • EMS Agency Evaluation: Williamson County (TX)
• EMS Feasibility & Optimization Study: Webster Fire Department (TX) • EMS Feasibility Study: Brattleboro Fire Department (VT) • EMS Optimization Study: Burbank Fire Department (CA)
• EMS Optimization Study: Riverside City Fire Department (CA) Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 23 |
Project Description Organization
• Operational & Staffing Analysis Lincoln Police Department (CA) • Organizational & Operational Analysis Greeley Police Department (CO) • Organizational & Staffing Analysis Mariposa County Sheriff’s Office (CA) • EMS Optimization Study & Transition Plan: Carson City Fire Department (NV) • EMS Strategic Assessment & Analysis: City of Ontario/San Bernardino County (CA) • EMS Sub-Contractor RFP Response: CONFIRE JPA (CA)
• EMS Sub-Contractor RFP Response: Santa Barbara County Fire Department (CA) • EMS System Evaluation & Modeling Study Ventura County Fire Department (CA) • EMS Optimization and Feasibility Study: San Diego Fire Department (CA) • EMS System Evaluation: Truckee Meadows Fire Protection District (NV) • EMS Valuation & Transport Study: Ridgecrest Regional Hospital • EMS System Valuation: San Luis Obispo Fire Chiefs Association (CA) • EMS System Valuation: City of Santa Ana (CA)
• EMS System Valuation: City of Westminster (CA)
• EMS Transportation & Optimization Study: Alameda County Fire Chiefs Association (CA) • EMS Transportation & Optimization Study: Solano County Fire Chiefs Association (CA) • Facilities Master Plan: Redmond Fire Department (OR)
• Financial Analysis: Long Beach Fire Department (CA)
• Fire Department Evaluation: Salado VFD/Bell Couty ESD #1 (TX) • Fire & EMS Municipal Service Review: Santa Clara County LAFCO (CA) • Fire & EMS Organizational & Staffing Analysis: Town of Stowe (VT) • Fire Department Cooperative Services Study: Golden/Fairmount/Pleasant View FDs (CO) • Fire District Consolidation Study: Clackamas Fire District 1 (OR) • Fire Prevention Fee Study: Manatee County (FL)
• Fire Prevention Fee Study: Big Bear Lake Fire Department (CA) • Fire Services Analysis: Williston Fire Department (VT) • Fire Services Special Study: Santa Cruz LAFCO (CA)
• Fire Station Location Study: Portland Fire Department (TX) • Fire Station & CRA-SOC Study: Montecito FPD (CA)
• Fire/EMS Assessment: Pflugerville Fire Department (TX) • First Responder Fee Study: Carlsbad Fire Department (CA) Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 24 |
Project Description Organization
• Operational & Staffing Analysis Lincoln Police Department (CA) • Organizational & Operational Analysis Greeley Police Department (CO) • Organizational & Staffing Analysis Mariposa County Sheriff’s Office (CA) • First Responder Fee Study: Merced Fire Department (CA) • First Responder Fee Study: Napa Fire Department (CA)
• First Responder Fee Study: Truckee Meadows Fire Protection District (NV) • Long-Range Fire Department Master Plan: Templeton Fire & Emergency Services (CA) • Long-Range Master Plan: Fairfield Fire Department (CA) • Management Audit: Menlo Park Fire Protection District (CA) • Master Plan: American Canyon Fire Protection District (CA) • Master Plan: Napa County Fire Department (CA)
• Master Plan & Strategic Plan: North View Fire District (UT) • Master Plan: Orting Valley Fire-Rescue (WA)
• Master Plan: Whitefish Fire Department (MT)
• Master Plan & Community Risk Assessment: Brigham City Fire Department (UT) • Master Plan & CRA-SOC: Central Fire District of Santa Cruz County (CA) • Master Plan & Strategic Plan: Redmond Fire & Rescue (OR) • Operations Analysis: Putney Fire Department (VT)
• Organizational & Operational Analysis: City of Napa Fire Department (CA) • Municipal Service Review & SOI Study: Placer LAFCO (CA) • Municipal Service Review & SOI Study: Nevada LAFCO (CA) • Optimization Study: Alameda County Fire Chiefs Association (CA) • Organizational Analysis: Grand Junction Fire Department (CO) • Prevention Fee Study: Suisun City Fire Department (CA) • Regional Ambulance Study: Eastern Placer County JPA (CA) • Staffing Study & Operational Analysis: Derby Fire Department (KS) • Strategic Plan: Aspen Fire Department (CO)
• Strategic Plan: Blaine County Ambulance Service District (ID) • Strategic Plan: Davidson Fire Department (NC)
• Strategic Plan: Central Fire District of Santa Cruz County (CA) • Strategic Plan: La Verne Fire Department (CA)
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 25 |

PROJECT UNDERSTANDING,

TECHNICAL APPROACH & WORK PLAN

PROJECT UNDERSTANDING
Project Overview
AP Triton recognizes that the development of both the Community Risk Assessment/Standards of Cover (CRA-SOC) for the Paso Robles Fire and Emergency Services (PRFES) and the Staffing Study for the Paso Robles Police Department (PRPD) offers a unique opportunity for synergy. By taking a combined approach to these projects, we aim to streamline processes, optimize resource utilization, and deliver cohesive insights that serve the City’s broader public safety objectives.

From the outset, our joint project initiation and integrated data collection strategies will ensure consistency in methodology and efficiency in execution. A shared project team will oversee both studies, allowing us to cross-analyze data where appropriate, align methodologies, and deliver recommendations that reflect a comprehensive understanding of the City’s public safety landscape. This coordinated effort will minimize disruptions to department operations and maximize the value of the final deliverables.

Fire Department Assessment
The Paso Robles Fire and Emergency Services (PRFES) requires a comprehensive and actionable Community Risk Assessment (CRA) and Standards of Cover (SOC) document to enhance its operational effectiveness and service delivery. This initiative aims to establish a comprehensive, data-driven framework for evaluating current capabilities, identifying service delivery gaps, and planning for future growth and community needs. The CRA-SOC will serve as a strategic tool to align PRFES’s resource deployment, response strategies, and operational priorities with nationally recognized best practices and community-specific risk profiles.

AP Triton understands the critical importance of aligning this effort with the Center for Public Safety Excellence (CPSE) and Commission on Fire Accreditation International (CFAI) guidelines while integrating standards from the National Fire Protection Association (e.g., NFPA 1300, NFPA 1710, etc.), Insurance Services Office (ISO), and relevant federal, state, and local mandates.

This alignment ensures not only compliance with established benchmarks but also the creation of customized strategies that reflect Paso Robles’s unique risks, demographics, and operational context.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 26 |
Our team recognizes that this CRA-SOC requires a thorough analysis of PRFES’s operational performance, community risk factors, and resource distribution. Using advanced GIS mapping, data analytics, and stakeholder engagement methodologies, we aim to deliver actionable recommendations to optimize resource allocation, enhance service delivery, and ensure readiness for future challenges. AP Triton is committed to working collaboratively with PRFES to address fiscal constraints and resource limitations while maintaining the integrity and effectiveness of the final deliverables.

Police Department Assessment
The Paso Robles Police Department (PRPD) seeks to conduct a forward-thinking Staffing Study to evaluate its current operations and prepare for future challenges. The goal of this study is to ensure the department operates efficiently, sustains fiscal responsibility, and adheres to best practices for accountability, community engagement, and officer wellness.

AP Triton recognizes that this study requires a comprehensive evaluation of PRPD’s staffing levels, resource deployment, and service delivery across all functional areas, including patrol, investigations, and specialized services. By thoroughly assessing the department's organizational structure, operational workflows, and community engagement strategies, we will develop innovative solutions to align staffing with service demands and strategic objectives. Key focus areas include:
• Organizational Structure Review: A complete analysis of PRPD’s organizational framework and service delivery systems to ensure effectiveness and alignment with best practices. • Current and Future Staffing Needs: Rigorous assessments of workload, service levels, and resource allocation to identify immediate and long-term staffing requirements. • Alternative Service Models: Evaluation of roles and assignments to identify innovative approaches for service delivery and enhanced efficiency. • Fiscal Analysis: Examination of funding models, budget structures, and revenue opportunities to ensure fiscal sustainability.
• Facility Review: Assessment of infrastructure suitability and planning for future facility needs to support efficient and safe operations.

Our approach emphasizes collaboration with PRPD leadership and stakeholders to develop actionable, sustainable recommendations that address immediate challenges and position the department for long-term success. AP Triton’s team of experienced law enforcement professionals understands the complex demands facing modern policing and is committed to delivering a tailored solution that prioritizes community trust, officer morale, and operational excellence.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 27 |
PHASE ONE—PROJECT INITIATION & INFORMATION ACQUISITION
Task 1-A: Project Initiation & Development of a Work Plan AP Triton will initiate the project with a virtual kickoff meeting involving key stakeholders from the Paso Robles Fire and Emergency Services (PRFES) and Police Department (PRPD), along with designated City liaisons. This meeting will establish a shared understanding of the City’s goals, expectations, and unique operational environment. By facilitating this joint session, we aim to foster collaboration and set the foundation for a streamlined and integrated approach to the CRA-SOC and Staffing Study.

Following this kickoff meeting, AP Triton’s Project Manager will refine and formalize a comprehensive work plan that will guide the Project Team through all phases of the study. This work plan will be designed to address the City’s specific needs as outlined in the RFP and will include:
• Assignment of Project Team Members: Clear roles and responsibilities for AP Triton team members, ensuring accountability for each task across both studies. • Detailed Task Breakdown: Identification of all major tasks and subtasks, including timelines and interdependencies, to keep the project on schedule. • Resource Allocation: Identification of the necessary tools, data, and personnel required for each phase of the project.
• Evaluation Framework: Methods and metrics for analyzing data and evaluating study results to ensure actionable and reliable findings.
• Risk and Constraint Analysis: Proactive identification and mitigation strategies for potential challenges or constraints, ensuring the project stays on track and within scope.

This collaborative process will also establish communication protocols, ensuring regular updates between AP Triton and City representatives. We will outline logistical needs, including access to data and availability of key personnel, to support seamless execution.

Task 1-B: Procurement of Information & Data
AP Triton will systematically request and collect all relevant data and documentation from the City of Paso Robles, PRFES, PRPD, and any other pertinent agencies or jurisdictions. This data will form the backbone of the comprehensive analyses and recommendations for the CRA-SOC and Staffing Study. Our approach emphasizes collaboration and clarity, ensuring data needs are fully communicated and efficiently gathered.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 28 |
Our data collection will include both overarching project data and department-specific information to address the unique requirements of the Fire and Police Departments, as outlined in the RFP. This effort will be complemented by extensive research into relevant studies and best practices. Below is a detailed breakdown of the data to be procured:

Overarching Project Data
• Comprehensive plans, current and future land use documents, and Economic Development Annual Reports for the service area.
• Previous studies or reports related to public safety, city planning, or risk analysis within the service area.
• Local census and demographic information for population growth trends and community risk profiling.
• Zoning maps, codes, and associated regulations applicable to the region. • Additional relevant documents and records that support the project’s goals.

Fire Department-Specific Data
• Administrative and Operational Documents: Policies, procedures, Standard Operating Guidelines (SOGs), and service delivery objectives.
• Facility and Equipment Inventory: Detailed information on PRFES fire stations, apparatus, vehicles, and associated resources.
• Mutual and Automatic Aid Agreements: Agreements with neighboring jurisdictions for fire protection and emergency medical services.
• Staffing and Organizational Data: Collective bargaining agreements, organizational charts, and details of management, administrative, and operational positions. • Risk Analysis Data:
▪ Insurance Services Office (ISO) report and Public Protection Classification (PPC®). ▪ Local target hazards (e.g., multistory buildings, large structures). ▪ FEMA-approved Hazard Mitigation Plan.
• Geographic and Incident Data:
▪ Shapefiles and GIS data, including response boundaries, facilities, and hazards. ▪ Historical Records Management data (NFIRS) and Computer-Aided Dispatch (CAD) records for the past 3–5 years.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 29 |
• Financial and Budgetary Data:
▪ Annual budgets (recurring and non-recurring expenditures). ▪ Revenue data, cost recovery schedules, debt information, and long-range financial projections.

Police Department-Specific Data
• Strategic and Operational Framework:
▪ Relevant PRPD studies, research, or strategic plans.
▪ City strategic plans and audits related to PRPD operations. • Financial and Budgetary Information:
▪ Historical budgets, financial forecasts, and revenue practices. • Policies and Procedures:
▪ General and special orders, directives, and current service delivery objectives. • Staffing and Organizational Data:
▪ Organizational charts, including frontline personnel and roles. ▪ Comprehensive staffing data, including time allocation, overtime, hiring and separation dates, and unit assignments.
• Facility and Resource Inventory:
▪ Information on PRPD facilities and vehicles.
• Operational Metrics:
▪ Radio logs, response time data, and workload analyses for calls for service. ▪ Records Management System (RMS) data (NIBRS incident reports). ▪ Computer-Aided Dispatch (CAD) incident records.
• Geographic and Analytical Data:
▪ GIS shapefiles for city boundaries, patrol beats, and facilities. ▪ Metrics reflecting efficiency of supervision, span of control, and service delivery. • Crime and Service Data:
▪ Annual crime reporting and performance metrics.
▪ Detailed definitions and clarifications around coded data systems used by PRPD.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 30 |
Task 1-C: Stakeholder Input & Field Work
The AP Triton Project Team will conduct comprehensive stakeholder engagement and fieldwork to gather essential qualitative data and insights. This effort will involve a combination of on-site interviews, virtual meetings, and electronic surveys, adhering to any current social distancing or safety protocols. By engaging a wide range of stakeholders, we aim to gain a thorough understanding of the operational, cultural, economic, and policy challenges facing Paso Robles and its public safety departments. The individuals and groups to be interviewed or engaged may include, but are not limited to:
• City Leadership:
▪ Elected and appointed officials, including members of the City Council and City Manager’s Office.
▪ Finance specialists responsible for budget oversight and planning. • Fire Department Personnel:
▪ Fire Chief, command staff, and administrative support personnel. ▪ Representatives of Paso Robles Professional Fire Fighters IAFF Local 4148. ▪ Firefighters and company officers.
▪ Dispatch Manager and personnel.
▪ Fire Chiefs from neighboring jurisdictions involved in mutual and automatic aid agreements.
▪ Partner organizations providing fire and EMS services. • Police Department Personnel:
▪ Chief of Police, command staff, professional staff managers, and other key staff. ▪ Collective Bargaining Association leadership and employee representatives. ▪ Volunteers supporting department initiatives.
• Community Stakeholders:
▪ Members of the business community and citizens representing diverse perspectives. ▪ Special interest groups relevant to public safety.
• Additional Stakeholders:
▪ Others deemed necessary to ensure comprehensive input for the project.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 31 |
By integrating diverse perspectives into the CRA-SOC and Staffing Study, AP Triton will deliver a holistic analysis that reflects both organizational realities and community expectations. This inclusive approach will ensure actionable and widely supported recommendations for Paso Robles.

Task 1-D: Electronic Community-Public Safety Survey
AP Triton, in collaboration with the Paso Robles Project Teams, will design and administer a comprehensive electronic survey to engage the community and gather valuable insights into public priorities, expectations, and perceptions of Fire, EMS, and Police services. This survey will provide a critical understanding of the community’s views and preferences, enabling the development of tailored recommendations that align with public sentiment and the City’s strategic goals. Key focus areas for the survey include:
• Community Perceptions and Priorities:
▪ Assess residents’ perceptions of current service levels and their importance to public safety.
▪ Gather input on community-defined priorities and areas of concern for Fire, EMS, and Police services.
• Service Delivery Preferences: Understand how residents value aspects such as response times, preventive programs, community engagement, and resource allocation. • Efficacy of Core Services and Programs: Collect feedback on the effectiveness and quality of the departments’ primary functions and programs.
• Expectations and Desired Outcomes: Identify what residents consider successful service delivery and the specific outcomes they value most.
• Positive Attributes and Areas for Improvement: Highlight areas where the departments excel and identify aspects that require adjustment or enhancements. • Informing Strategic Staffing Recommendations: Incorporate community input into staffing strategies and operational plans for PRFES and PRPD.

Before launching the survey, AP Triton will submit the draft for review and approval by PRFES and PRPD to ensure alignment with department priorities and objectives. By capturing and integrating these internal and external perspectives, AP Triton will equip Paso Robles with a detailed understanding of community needs and expectations, fostering public trust and support for the CRA-SOC and Staffing Study initiatives.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 32 |
Task 1-E: City of Paso Robles & Community Overview
AP Triton will provide an overview of the City of Paso Robles to develop a detailed understanding of its demographics, community dynamics, and service environment. This foundational task will ensure the CRA-SOC and Strategic Staffing Study are grounded in the City’s unique characteristics and aligned with its public safety needs.

PHASE TWO—FIRE DEPARTMENT ASSESSMENT
Community Risk Assessment
AP Triton will deliver a detailed all-hazards analysis of the communities served by the Paso Robles Fire and Emergency Services (PRFES). This evaluation will comprehensively assess the hazards, threats, vulnerabilities, and risks in the PRFES coverage area. The assessment will benchmark PRFES against nationally recognized standards, best practices, and industry benchmarks to identify gaps and opportunities for improvement.

Task 2-A: Description of Communities Served
AP Triton will develop an overview of PRFES’s service area, providing valuable insights into the community’s characteristics, risks, and needs. This task will establish a foundational understanding to guide subsequent phases of the CRA-SOC analysis. • Community characteristics such as location, history, geography, topography, climate, local government type, jurisdictional area, and surrounding jurisdictions • Demographic characteristics of the communities
• Physical assets protected within the service area
• Transportation networks in the region
• Planning zones or fire management (response) zones
Interpretation of available census and community development data will be provided, covering aspects such as:
• Population history
• Census-based population and demographic information
• Population information based on community planning
• Transient population and demographic information (if available) • Population density
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 33 |
• Community land use regulations
• Occupancy types based on land use designations
• Hazardous substances and processes
• Categorization of non-structural risks
Task 2-B: Review of Community Expectations & Performance Goals AP Triton will analyze and document the historical levels of service provided by PRFES to evaluate its alignment with community expectations and identify opportunities for improvement. This task focuses on understanding the effectiveness of PRFES’s past performance and setting a foundation for establishing future performance objectives that reflect the needs and priorities of Paso Robles residents.

Task 2-C: All Hazards Community Risk Assessment
AP Triton will conduct a comprehensive all-hazards community risk assessment to identify, categorize, and evaluate the diverse risks within PRFES’s response area. This task will examine the impact of community risks on emergency services planning and delivery, providing a detailed understanding of vulnerabilities and resource demands. The assessment will integrate critical data, such as land use, zoning classifications, parcel data, ISO fire flow data, economic value, building footprint densities, occupancy data, and demographic information, as well as specific target hazard information, to inform strategic decision-making and operational improvements.

Emphasis will include the following, but not be limited to:
• Identification of community risks, including fire, emergency medical services demand, technical rescue, hazardous materials, transportation, and natural hazards • Wildland Urban Interface (WUI) hazards
• Establishment of an occupancy vulnerability risk profile for buildings in the response area • Consideration of population age, density, and daytime population estimates • Projection of population growth estimates and corresponding demographic changes • Assessment of the impact and consequences (economic, social, historic, cultural, and environmental)
• Analysis of the speed of onset, duration, and effect on PRFES's response capabilities Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 34 |
Task 2-D: Spatial Visualization of Data & Information
AP Triton will use local planning and zoning data, GIS datasets from PRFES, and other sources to develop spatial visualizations that support a detailed evaluation of physical risks within the service area. This task focuses on mapping and analyzing risks and vulnerabilities to inform strategic planning and resource allocation. This evaluation will encompass:
• Overall geospatial characteristics, including political and growth boundaries, construction, and infrastructure limitations
• Topography, including response barriers, elevation
extremes, and open space/interface areas
• Transportation networks, such as roads, rail lines,
airports, and waterways
• Evaluation of physical assets protected
• Risk assessment methodology and matrix
• Assessment of community-wide hazards, threats,
vulnerabilities, and risks, including seismic and wildfire hazards • Risk analysis of specific areas, such as the downtown area, strip commercial occupancies, big-box occupancies, high-rise structures, industrial processing facilities, institutional properties, and Wildland Urban Interface (WUI) zones
• Community safety and remediation programs
• Community fire protection and detection systems
• Community loss and save information
• Risk analysis by response category (fire, emergency
medical, and other incidents)
• Risk analysis by planning/demand zone
• Utilization of three-axis or bar data visualization,
incorporating probability, consequence, and
impacts on organizational and community resilience
CRA Example Map
Liquefaction Risk Map
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 35 |
Standards of Cover & Deployment Analysis
AP Triton will conduct an organizational analysis of the Paso Robles Fire and Emergency Services based on the following objectives. This evaluation aims to assess PRFES's operations in comparison to industry standards, best practices, and benchmarks, while also providing a foundation for future improvements.

Task 2-E: Description of the Department
AP Triton will develop an overview of PRFES, providing insights into the department's history, organizational structure, and governance. This evaluation will serve as a foundational element for the SOC, ensuring that recommendations are aligned with the department's characteristics and operational framework. AP Triton will evaluate the following:
• History and Formation
• General Description of PRFES
▪ Provide an overview of the department’s mission, values, and strategic priorities. ▪ Outline the scope of services offered, including fire suppression, emergency medical services, technical rescue, hazardous materials response, and community risk reduction initiatives.
• Governance Structure and Organizational Design
▪ Analyze the governance framework, including the role of City leadership, elected officials, and other oversight entities.
▪ Describe organizational hierarchy and lines of authority within PRFES, emphasizing decision-making processes and accountability.
▪ Include a review of administrative, operational, and support roles. ▪ Provide organizational charts to illustrate the department’s design and clarify responsibilities across leadership and staff.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 36 |
Task 2-F: Financial Review
AP Triton will perform a review of PRFES’s financial data to assess its fiscal sustainability and alignment with service delivery goals. This review will provide insights into historical and current financial trends, identifying opportunities for optimization and areas of concern. The findings will support strategic recommendations for resource allocation and long-term planning. • Relevant current and historical operating budgets.
• Historical recurring and non-recurring expenditures and revenue sources, fees, and taxation for the service area.
• Any other fiscal issues relevant to the project.

Task 2-G: Capital Facilities & Equipment
AP Triton will review current major capital assets, including facilities and apparatus. This review will assess the condition of capital assets and their viability for continued use in future service delivery. Specific areas of evaluation will include:

Fire Stations—Tour and make observations in areas critical of the current fire station locations.

This will entail a cursory review of the facility only and is not intended to be a detailed or comprehensive engineering analysis. Items to be contained in the report include:
• Design • Code compliance • Future viability
• Construction • Staff facilities
• Safety • Efficiency
Apparatus & Vehicles—Review and make recommendations regarding the inventory of apparatus, and other vehicles and equipment. Items to be reviewed include:
• Age, condition, and serviceability
• Distribution and deployment
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 37 |
Task 2-H: Description & Review of Services Provided
AP Triton will conduct a detailed review of the services currently provided by PRFES. This analysis will compare PRFES’s service delivery model to industry benchmarks and best practices, providing actionable insights for optimizing operations and planning for future needs. The review will focus on both the services offered within PRFES’s jurisdiction and those provided to external areas through mutual or automatic aid agreements. AP Triton will review the following:
• Service Delivery Infrastructure: Provide a detailed description of PRFES’s current infrastructure.
• Deployment Considerations: Review apparatus and unit types, staffing, and computeraided dispatch system. • Emergency Response Services: Evaluate response services by type, such as structural and wildland fire suppression, advanced life support (ALS) EMS, technical rescue, and hazardous materials incidents.
• Critical Tasking Analysis: Perform a critical tasking analysis for key incident types, including fire suppression, EMS, and other emergencies.
• Staffing and Support Evaluation:
▪ Review operational staffing levels and their distribution across emergency functions. ▪ Evaluate administrative and support staffing levels to identify alignment with operational needs.
▪ Assess staff scheduling methodologies to determine their efficiency and impact on service delivery.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 38 |
Task 2-I: Review of Historical System Performance
AP Triton will conduct a detailed review of historical system performance data to evaluate the operational efficiency and service delivery effectiveness of PRFES. By analyzing resource distribution, concentration, reliability, and response performance, this task will identify gaps, redundancies, and opportunities for optimization. The findings will provide actionable insights to improve PRFES’s service capabilities and align them with community needs and industry benchmarks. This will include:
• Resource Distribution Study
▪ Overview of the current station and apparatus deployment strategy, analyzed through GIS software, with identification of service gaps and redundancies in initial unit arrival. • Resource Concentration Study
▪ Analysis of company and staff distribution as
related to effective response force (ERF).
▪ Analysis of response time performance capability
to achieve full ERF.
• Response Reliability Study
▪ Current workload, including unit hour utilization
(UHU).
▪ Analysis of call concurrency and impact on ERF
assembly (resource drawdown).
▪ Analysis of call concurrency and implications for
resource exhaustion.
▪ Review of actual or estimated failure rates of individual companies. • Historical Performance Summary
▪ Analysis of actual system reflex time performance, analyzed by individual components. • Impact of mutual and automatic aid systems.
• Other analyses necessary to determine operational performance.

ERF Example Map
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 39 |
Task 2-J: Population Growth & Service Demand Projections AP Triton will conduct an analysis of community growth and service demand projections. • Population history and census-based population growth projections. • Estimated PRFES service demand projections.

Task 2-K: Establishment of Performance Objectives
AP Triton will identify the current level of emergency services provided by PRFES and compare the department’s performance against industry standards and best practices, including benchmarks described by the Insurance Services Office (ISO), consensus standards from the National Fire Protection Association (NFPA), recommended practices from the Center for Public Safety Excellence (CPSE), and other pertinent resources. This evaluation will cover all programs, including fire suppression services, emergency medical services and transport, hazardous materials services, technical rescue services, and analysis of false alarms, mutual/auto aid, and civilian and firefighter injuries.

A review and discussion of existing response performance goals or an assessment of existing response performance will be provided, taking into account the nature and type of risks identified in previous sections. AP Triton will then recommend response performance goals, including:
• Evaluation of performance through benchmark objective tables, evaluation methodology, and factors to consider.
• Findings on response time performance, resource distribution, and resource concentration for risk-specific intervention.
• Recommendations for response time standards and targets based on the identified risks and PRFES's capabilities.

AP Triton will also review and consider any current or draft performance goals, objectives, and measures in place at PRFES to determine recommended levels of service. This comprehensive analysis and establishment of performance objectives will assist PRFES in aligning its operations with industry standards and best practices while meeting the needs and expectations of Paso Robles’ communities.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 40 |
Plan for Maintaining & Improving Service Delivery
Task 2-L: CRA-SOC Plan Overview
AP Triton will assist PRFES in creating a long-term plan to maintain and improve service delivery by addressing data integrity, leveraging technology, and implementing a methodology for continuous performance measurement. This CRA-SOC Plan Overview will provide a framework for evaluating and enhancing response capabilities, ensuring PRFES remains aligned with community needs and industry standards. This methodology will encompass:
• Identification of Data Integrity Issues
• Recommendations for Technology and Process Improvements • Development of a Continuous Performance Measurement Methodology ▪ RMS Usage Policies
▪ Oversight Responsibilities
▪ Schedule of Assessments
▪ Review Requirements
Task 2-M: Overall Evaluation, Conclusions, & Recommendations to Policymakers AP Triton will develop and analyze various operational models for delivering emergency services, aiming to identify options that can achieve optimal service levels outlined in previous tasks while maintaining cost efficiency. Recommendations will be provided, highlighting the best strategies for service delivery and their potential impact. AP Triton will propose deployment options aligned with the identified recommendations to enhance PRFES's level of service in line with performance objectives and targets. This may involve specific suggestions regarding:
• Recommendations for relocating or adding stations to optimize response times and coverage based on community growth and risk assessment findings. • Analysis of apparatus types and deployment strategies to ensure the availability of appropriate resources for various incident types.
• Recommendations for deploying operational personnel, special units, and non-constant staffed resources to align with performance targets.
• Strategies for addressing current and projected workload challenges to maintain efficiency and service reliability.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 41 |
AP Triton will evaluate and present deployment options in graphical and descriptive formats, highlighting:
• Summary of the advantages associated with each recommendation, including improvements in response times, resource efficiency, and service coverage. • Demonstration of how each option supports PRFES’s established performance objectives and targets.
• Identification of potential challenges or negative consequences associated with implementation, along with mitigative strategies.
• Detailed analysis of cost implications, including initial investments, operational expenses, and long-term financial sustainability.

This thorough evaluation will equip PRFES and policymakers with actionable insights and strategies, ensuring the department continues to deliver high-quality emergency services that align with community needs and fiscal constraints.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 42 |
PHASE THREE—POLICE DEPARTMENT ASSESSMENT
To evaluate the effectiveness and efficiency of the PRPD’s staffing, the study will begin with an analysis of current agency conditions and performance, focusing on the number and type of calls for service, workload levels for investigators, specialty units, and supervisors, and related data. The analysis will include evaluating the PRPD’s ability to deliver adequate and appropriate staffing to accommodate service demands, appropriate supervision and span of control, and efficient delivery of specialized services.

Task 3-A: Overview of the Police Department
AP Triton will provide a basic overview of the PRPD, including but not limited to:
• History, formation, and general description of the PRPD • Governance and lines of authority
• Overview of the PRPD’s service area
• PRPD organizational design
• General police operations, allocation, and deployment, including services provided • Other police service components
Task 3-B: Financial Overview
AP Triton will review historical revenues, expenditures, and other fiscal issues of the Paso Robles Police Department, along with evaluating the current costs of service. Budget modeling permits analysis of staffing schemes, facility and vehicle redeployment, service efficiency, and program cost. The analysis will also review anticipated changes to the City’s and police department’s financial condition. This allows for the measurement of the effect of any proposed system change. This will include, but not be limited to:
• Overall operating budget, funding, fees, taxation, and financial resources. • Review of financial management and cost recovery billing and collections processes. • Review capital improvement programs and planning.
• Revenue and expenditure 5-year forecast.
• Any other issues related to budget, revenue, and expenditures.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 43 |
Task 3-C: Capital Facilities & Vehicles
This task will entail a review of current facilities and vehicles. This evaluation will include:

Facilities—Conduct site tours and make observations in areas critical to operations. This will entail a cursory review of each facility, not a detailed, comprehensive engineering analysis.

Items to be contained in the report include:
• Design • Code compliance
• Construction • Staff facilities
• Safety • Community accessibility
• Future viability • Sufficiency and appropriateness of space AP Triton’s consultants will evaluate the vehicles used to respond to incidents and recommend where the police service might gain efficiency. For instance, AP Triton will consider alternative vehicles to deploy to certain call types, the addition of vehicles to prescribed locations to enhance the existing service and relieve the workload burden, etc.

Task 3-D: Current Organizational and Staffing Analysis
AP Triton will evaluate the current staffing levels of sworn and professional staff, including:
• Review and evaluation of administration and support staffing. • Review and assess operational staffing, including volunteers. • Review staff allocation and workload to various organizational units. • Review supervisory responsibilities and span of control. • Review staff scheduling methodologies.
• Review current response times and clearance rates.
• PRPD specialty unit staffing will be evaluated based on workload and contribution to the department’s mission (i.e., canine, bike patrol, etc.). • Vehicle deployment and trigger points for additional unit deployment. • Key responsibilities and duties for each unit, command staff, and specialized role within the department.
• Organizational structures and reporting relationships.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 44 |
Based on this analysis, a descriptive profile of the PRPD will be created, detailing staffing, workload levels, deployment schedules, and any critical characteristics of the service environment.

Task 3-E: Service Demand and Incident Staffing Performance AP Triton’s Project Team will review and make observations in areas specifically involved in or affecting the department’s service levels. Areas to be reviewed include, but are not necessarily limited to:
• Incident/Crime Occurrence Trends
▪ Analysis and geographic display of current
incident/crime occurrence by incident type.
▪ Analysis and geographic display of current
incident/crime occurrence by temporal
variation.
• Workload-Based Staffing Study
▪ Analysis of staff need, and availability based
on sick leave, annual leave, workers’
compensation, and any other type of leave
or unavailable time versus workload
demand time.
▪ Analysis of patrol proactive versus reactive capabilities overall and at specific times (percent of the uncommitted time) and staffing levels.
• Performance/Reliability Study
▪ Analysis of current response times,
performance levels, and capabilities.
▪ Analysis of patrol officer response times by
call priority and location to maximize
available resources, improve response times,
and increase customer satisfaction.
▪ Analysis of patrol, investigations, and
professional performance levels by temporal
variation.
▪ Analysis of patrol and investigation
performance levels by type of incident or
crime.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 45 |
Task 3-F: Future Service Demand Projections
Population growth projections based on available data, along with historical and forecast incident rates, will be utilized to develop projections for future service demands, including:
• Modeling future staffing needs based on future expected workload and planned development.
• A position-based budgeting model to include future projections for headcount/rank and cost.

Findings, Strategies, & Recommendations
This phase of the project concludes with strategic recommendations intended to place the Paso Robles Police Department in a position to successfully meet its current community's needs and position it for future demands. AP Triton will develop and analyze various models for providing adequate staffing for emergency services with the intent of identifying those options that can deliver the desired service levels at the most efficient cost. Recommendations will be provided identifying the best long-range strategies for staffing and organizational structure and the impact of initiating such a strategy. In addition, short and mid-term plans will be recommended for staffing and organizational structure improvement or increased efficiency.

Task 3-G: Summary of All Findings & Observations
AP Triton will compile a comprehensive summary of critical issues, findings, and observations resulting from the evaluation of the Paso Robles Police Department. The summary will include:
• Identification of any regulatory or legal constraints affecting the department. • Description of less critical or minor issues that may require attention in the future. • Overview of potential opportunities for improvement and innovation in service delivery. • Presentation of key findings and observations in a clear and accessible format.

Task 3-H: Recommended Future Strategies
AP Triton will develop recommended long-term options for staffing that will improve the PRPD’s levels of service toward the identified staffing performance objectives and targets. This may include but is not necessarily exclusive to specific recommendations regarding:

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 46 |
• Potential alternative service delivery methods in patrol, custodial, and support staffing, including but not limited to:
▪ Options for enhanced community policing and call diversion. ▪ Viability of civilianization of specific functions and operations. ▪ Services that may be added, eliminated, combined, or regionalized to provide appropriate service levels for Paso Robles.
• Patrol staffing needs, both overall and at the level of each division and shift, based on workloads and targets for proactivity.
• Patrol supervisory staffing needs based on the span of control, the impact of the administrative workloads handled by sergeants, and the ability to be in the field. • Gaps and duplication in responsibility and rank structure. • Support staffing, functionality, and organizational needs. • Options for efficiently delivering the desired services while maintaining the response standards and coverage demands/workloads exist.
• Shift configuration and assignment optimization and alternatives. • Deployment and staffing needs for specialized resources. • Investigative workloads, specialization, and case management practices. • Addition of part-time or full-time paid staff, where necessary and supported by data. • Relocation of existing or establishment of new PRPD facilities. • Recommendations on modification or expansion of data collection infrastructure.

AP Triton will evaluate and present each of the strategies:
• Degree of benefit to be gained through its implementation. • The extent to which the option achieves established performance targets. • Potential negative consequences.
• Financial implications.
• Reasonable timeframe for implementation.
• Optimal sequence for recommendation implementation.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 47 |
PHASE FOUR—DEVELOPMENT & DELIVERY OF FINAL REPORT
Task 4-A: Development & Review of the Draft Report
AP Triton will develop an electronic draft version of the report to be reviewed by representatives of PRFES and PRPD. Feedback from the departments is crucial to the project, and AP Triton will ensure ample opportunities for review and discussion before finalizing the report. The draft report will encompass:
• Clearly defined recommendations.
• Comprehensive narrative analysis of each report element, presented in sections with supporting explanations to facilitate understanding for all readers. • Inclusion of appropriate charts, graphs, GIS maps, and diagrams.

Task 4-B: Publication of the Final Report
Upon final technical review and approval by the Paso Robles Project Team, AP Triton will provide an electronic version in PDF format. Professionally published hard copies will be provided at cost.

Task 4-C: Presentation of the Final Report
AP Triton will deliver a final virtual presentation of the report to the City of Paso Robles and any other requested individuals or groups. The presentation will encompass:
• A concise summary of the report's nature, analytical methods, key findings, and critical recommendations.
• An audio-visual presentation highlighting the study's key aspects. • A thorough review and explanation of charts, graphs, diagrams, and maps as relevant. • Adequate opportunity for questions and answers as required.

All presentation materials, files, graphics, and written content will be provided to the City of Paso Robles at the conclusion of the presentation(s). By ensuring a collaborative review process, delivering a comprehensive final report, and conducting an informative presentation, AP Triton will assist in gaining valuable insights, understanding the study's outcomes, and facilitating informed decision-making for Paso Robles’s communities.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 48 |

PROJECT TIMELINE
Based on our extensive experience in conducting a wide array of analyses across public safety disciplines, including but not limited to fire service, emergency medical services, and law enforcement, we propose an estimated timeline of 6 months for the successful completion of the project. It is important to emphasize that the proposed timeline will commence only upon our receipt of all the necessary information and data required to conduct a thorough and accurate evaluation of the project scope. We have allocated two weeks for the client's technical review of the draft deliverables. Please note that any additional time needed for reviews or modifications will result in an extended project timeline.

While the 6-month window is our standard estimated timeframe, our team remains committed to completing the project as efficiently as possible without compromising the quality of our work. Our experienced consultants are dedicated to delivering actionable recommendations and high-quality outputs that align with the project's objectives.

The success of this project is contingent upon a collaborative relationship between our team, Paso Robles Fire and Emergency Services, and the Paso Robles Police Department. We value open communication and will provide regular updates on the project’s progress, as well as any adjustments that may be needed.

Our priority is to provide Paso Robles Fire and Emergency Services and Paso Robles Police Department with a comprehensive and insightful evaluation, complete with actionable and sustainable recommendations. Should opportunities arise to expedite specific tasks or processes, we will actively pursue them to deliver the final report in the most efficient manner possible.

Project Phases
— Month —
1 2 3 4 5 6
Phase 1: Project Initiation & Data Acquisition
Phase 2: Fire Department Study
Phase 3: Police Department Study
Phase 4: Project Conclusion & Final Presentations
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 49 |

CLIENT REFERENCES &

WORK PRODUCT EXAMPLES
The following is a selection of AP Triton's extensive portfolio, showcasing a range of projects and studies we have successfully completed. Where available, the project title is directly linked to its final report for easy access. This list is far from exhaustive, and additional references are readily available upon request.

City of Greeley Police Department (Colorado)
Project Title & Description: Organizational & Operational Analysis AP Triton has completed a rigorous, two-phased organizational and operational assessment of the City of Greeley's Fire and Police Departments. Leveraging evidence-based principles, current service delivery models, and future-oriented planning in response to the city's rapid growth, the study focused on offering actionable recommendations and outlining tailored strategies for both departments. Our multidimensional approach incorporated best practices from comparable municipalities, carefully considering the Greeley context, to inform our suggestions on organizational structure, governance, policies, and more. Recommendations were prioritized into immediate, short-term, and long-term actions, complete with timelines and potential budget impacts, to ensure sustained excellence in service delivery and future scalability.

Contact Name/Title: Adam Turk, Police Chief Year: 2023–2024 Client Phone: (970) 371-7499 Client E-Mail: [email protected] Project Manager: Ryan Lee Status: Complete
Lincoln Police Department (California)
Project Title & Description: Staffing Assessment & Organizational Analysis Comprehensive Public Safety Study for the City of Lincoln, including a Police Department Staffing Assessment and a Fire Department Community Risk Assessment (CRA) and Standards of Cover (SOC) Analysis. This study involves assessing current public safety operations, with a focus on staffing levels, organizational structure, and resource deployment strategies. The goal is to provide evidence-based recommendations that align with Lincoln’s future growth, including the annexation of Villages 5 and 7, and the full buildout of the 2050 General Plan.

Contact Name/Title: Keith Johnson, Captain Year: 2024–
Client Phone: (916) 607-5936 Client E-Mail: [email protected] Project Manager: Kezia Wanner Status: In Process
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 50 |
Mariposa County Sheriff’s Office (California)
Project Title & Description: Organizational & Staffing Analysis AP Triton was retained to conduct a comprehensive Organizational & Staffing Analysis for the Mariposa County Sheriff’s Office with a focus on increasing operational efficiency and ensuring fiscal sustainability for both the present and future. The assessment aims to scrutinize the effectiveness and efficiency of the Sheriff’s Office operations, evaluating staffing levels across various functions such as patrol, custodial, court, and special services. The study is designed to achieve several key objectives, including an evaluation of current staffing requirements based on workload and target service levels, formulation of geographically and temporally effective staffing plans, and an exploration of alternative service delivery models.

Additionally, the analysis will delve into organizational facets like career development, succession planning, recruitment, attrition, and training. It will also assess overtime management and other factors impacting operational efficiency. Using a rigorously justified methodology, the study will project future workload and staffing needs, alongside an examination of funding streams, fiscal sustainability, and potential revenue generation options. Our targeted approach is aimed at providing the Mariposa County Sheriff’s Office with actionable insights and strategic recommendations for long-term operational excellence.

Contact Name/Title: Kevin Packard, Undersheriff Year: 2023–2024 Client Phone: (209) 966-3615 Client E-Mail: [email protected] Project Manager: Ryan Lee Status: Complete
City of Alameda Fire Department (California)
Project Title & Description: Community Risk Assessment & Standard of Cover The AP Triton Team researched, wrote, and produced a Community Risk Assessment and Standards of Cover (CRA-SOC) for the Alameda Fire Department (AFD) consistent with Center for Public Safety Excellence’s guidelines. The evaluation was an objective-based phased study beginning with a Community Risk Assessment followed by a Standards of Cover and Deployment Analysis consistent with state and national best practices and included an analysis and recommendations for future improvements of services to the Alameda community.

Client Contact: Nickolas Luby, Fire Chief Year: 2024
Client Phone: 510-337-2102 Client E-Mail: [email protected] Project Manager: Clay Steward Status: Complete
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 51 |
Santee Fire Department (California)
Project Title & Description: Community Risk Assessment & Service Delivery Analysis The Triton Team analyzed the data provided by the Department as well as others to determine the current levels of response performance and levels of community risk. From this analysis, the team identified factors influencing risk and response performance and has identified opportunities for delivery system improvement. The final report established standards for measuring the effectiveness of Department resources, and the deployment of those resources.

Client Contact: Justin Matsushita, Fire Chief Year: 2023 Client Phone: 619-258-4100 Client E-Mail: [email protected] Project Manager: Clay Steward Status: Complete
Central Fire District of Santa Cruz County (California) Project Title & Description: Long-Range Master Plan & CRA-SOC & Strategic Plan AP Triton was retained to research, write, and produce a Long-Range Master Plan including a Community Risk Assessment and Standards of Cover consistent with Center for Public Safety Excellence’s guidelines. The development of the Long-Range Master Plan was followed by a Customer-Centered Strategic Plan for the District.

Client Contact: Jason Nee, Fire Chief Year: 2022
Client Phone: 831.479.6842 Client E-Mail: [email protected] Project Manager: Kurt Latipow Status: Completed
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 52 |

CLIENT TESTIMONIALS
• [AP Triton] communicated clear timelines from the outset and provided multiple opportunities for us to clarify and adjust the scope of our project. Most impressively, the AP Triton team remained responsive and assisted the Seattle Fire Department well beyond the completion of our evaluation. AP Triton’s reputation as a leader in the industry is well earned.
—Harold D. Scoggins, Fire Chief, Seattle Fire Department, Washington • The experience with you and your team has been amazing. The expertise you have brought to the project has been valuable to many leaders and has definitely helped us move forward. The time you have spent listening to the diversity of needs and opinions has built trust and confidence in the work that has been done and I believe we will use this report to guide us moving forward.
—Kristie Hammitt, City Manager, City of Eugene, Oregon
• Exceptional product and process! Very pleased with the experience with AP Triton. The Project Manager and Project Team were extremely knowledgeable, professional, and exceptional to work with. I would like to bring them back for more projects in the future. —Mandy Pomeroy, County Administrator, Blaine County, Idaho • It was a pleasure working with your staff. John Stouffer did a fantastic job, and the others on the team were very good to work with. All were knowledgeable and experienced in their fields. The well-rounded team ensured a complete and accurate report. We hope to work with your team again in the future.
—Brandon Thueson, Fire Chief, Brigham City Fire Department, Utah • Working with the AP Triton team was a great learning experience for all of us. Our project manager, John Stouffer, took the time to walk us through the process and gather the information necessary to make positive changes for our department. Our final report was detailed and gave us a number of options to make our organization more efficient, work together better and make our community happier with our services. We highly recommend them!
—Shaun McGinnis, Fire Chief, Bellows Falls Fire Department, Vermont • I highly recommend them to any fire department or EMS agency looking to get perspective from consultants that use data and many years of experience and wisdom to make informed determinations. It is obvious that they know their stuff. We are very pleased with the results.
—Jeremiah Jones, Deputy Fire Chief, North View Fire District, Utah Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 53 |

PROJECT BUDGET ESTIMATE &

FEE SCHEDULE
AP Triton, LLC presents the following formal cost proposal for the project outlined in the Scope of Work. The fee is inclusive of expenses:

Project Phase Fees & Expenses
Phase 1: Project Initiation & Data Acquisition $60,289
Phase 2: Fire Department Study $31,064
Phase 3: Police Department Study $27,000
Phase 4: Project Conclusion & Final Presentations $21,638 Proposed Project Fee (will not exceed): $139,991
Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 54 |

PAYMENT INFORMATION
Payment Schedule & Invoicing
• Initial Payment: A deposit of 10% of the total project cost is due upon the signing of the contract, to initiate the work.
• Progress Payments: Monthly invoicing will be processed as work progresses, continuing until 95% of the project has been completed.
• Final Payment: The remaining 5% of the project cost is due upon successful completion and acceptance of the project.

Data Engineering Costs
• Included Services: Data engineering for up to three specific data sets (i.e., CAD, NFIRS, ePCR) is included in our all-inclusive pricing. This encompasses gathering and assisting the agency with straightforward data pull requests.
• Additional Incident Data: Any extra incident data needed (i.e., previous RMS or CAD database records) will incur a charge of $1,500 per database. • Substantial Assistance: Should AP Triton consultants provide substantial assistance or direct data pulls from the client's records, this service will be billed at $1,500 per database.

Additional Hours and Expenses
• Project Manager Rate: Extra hours for the Project Manager will be billed at $200 per hour. • Consultants' Rate: Additional hours for consultants will be billed at $160 per hour. • Travel Expenses: Any extra travel expenses will be billed separately, in addition to the hourly rate.
• Legal Expenses: Legal expenses, if applicable, will be billed at the respective rate.

Cost Quotation Information
• The bid quotation is valid for 180 days.
• AP Triton Federal Employer Identification Number: 47-2170685.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 55 |
AP TRITON’S CERTIFICATE OF

INSURANCE & LITIGATION
AP Triton, LLC maintains liability insurance as shown on the following page. AP Triton has no past and/or pending litigation or unresolved lawsuits. Because AP Triton utilizes an entirely independent pool of contractors, we are exempt from carrying Workers’ Compensation insurance. Each of our contractors carries their own liability insurance.

Exhibit A

CRA-SOC & STRATEGIC STAFFING STUDY PROPOSAL | PASO ROBLES FIRE & POLICE DEPARTMENT S 56 |
Exhibit A

Council Agenda Report
From: Warren Frace, Community Development Director
Subject: Approval of a Resolution Amending a Professional Services Agreement for Development Review Engineering Consultant – Joe Chouinard, Professional Engineer 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: February 4, 2025
Facts

1. The City’s Engineering Division has been experiencing a significant increase in permitting activity related to the Olsen–South Chandler Specific Plan, River Oaks II, Beechwood Specific Plan, large tourist resorts and wine industry expansion. The City Engineer position was recently filled, and staff is working on onboarding and transitioning tasks.

2. On May 2, 2023, City Council approved a professional services agreement with Joe Chouinard, Professional Engineer (PE), to provide City engineering services on an interim basis for $54,600, which covered 20 hours a week of services for the period of six months.

3. With high levels of permit activity and recruitment efforts still underway for a City Engineer at that time, the City Manager extended these contract services through December 31, 2023, at an additional cost of $34,125.

4. On February 6, 2024, the City Council approved a second contract amendment due to recruitment efforts for the City Engineer position still underway at that time. This approval extended the engineering services contract for a second time to March 31, 2024, at an additional cost of $13,650 (this exceeded the City Manager’s purchasing authority and City Council approval was required).

5. Due to ongoing high levels of permitting activity, and an extended recruitment process for the City Engineer position it was necessary to extend the engineering services contract for a third time to January 1, 2025, at an additional cost of $49,140.

6. The City Engineer position was recently filled. It is necessary to extend the engineering services contract for a fourth time to June 30, 2025 while staff completes the engineering division transition process at an additional cost of $20,000 (for a total not to exceed cost of $171,515).

Options

1. Do nothing;

2. Approve amended contract with Joe Chouinard, PE for interim City Engineering Services, extending the contract through June 30, 2025.

3. Refer back to staff for additional analysis.

Analysis and Conclusions
The City has approved a number of large-scale developments over recent years, including the Olsen Ranch, River Oaks II, Beechwood developments, hotels and numerous industrial scale wineries. These projects

are now in the permitting and construction phases. The City is obligated to process permits and inspect construction relating to tract improvements, utilities grading, and building permits for these developments. In addition, the City continues to receive new applications for very large tourist oriented resort projects, on the edge of City services, that require significant engineering review. The City has recently hired a City Engineer and is actively working on an engineering division transition process. It remains necessary for the City to supplement its development review engineering services to ensure that the entitlement and construction schedules of projects move forward in a timely manner.

Fiscal Impact
The total not-to-exceed cost of contracted engineering contract services is now estimated to be $171,515.

These costs have been largely offset by salary savings from the vacant City Engineer position as well as increased permit revenues. The actual cost is unknown as the contract is based on times and materials and the timing of the engineering division transition process.

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 x)
Approve Resolution 25-XXX, approving the Fourth Amendment to the Agreement with Joe Chouinard, P.E. for Interim City Engineering Services increasing the contract amount by $20,000 (for a total not-to-exceed contract amount of $171,515.00.)
Attachments

1. Resolution 25-XXX – Development Review Engineer Contract Extension a. Exhibit A – Amended 1 Joe Chouinard Professional Services Agreement & Proposal b. Exhibit B – Amended 2 Joe Chouinard Professional Services Agreement & Proposal c. Exhibit C – Amended 3 Joe Chouinard Professional Services Agreement & Proposal d. Exhibit D – Amended 4 Joe Chouinard Professional Services Agreement & Proposal

Attachment 1
RESOLUTION 25-XXX

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

APPROVING THE FOURTH AMENDMENT TO THE AGREEMENT WITH JOE

CHOUINARD, PE FOR INTERIM CITY ENGINEERING SERVICES
WHEREAS, the City's Engineering Division has had an unusual amount of employee turnover as both the City Engineer and Development Review Engineer left the Community Development Department in May 2023; and
WHEREAS, in anticipation of this turnover, and in order to maintain current levels of service and continue to meet the needs of approved development for City Engineering Services, it was necessary to backfill the vacancies with contract personnel while recruitments for permanent replacements are conducted; and
WHEREAS, on May 2, 2023, City Council approved a proposal submitted by Joe Chouinard, Professional Engineer (PE) to provide City Engineering Services to address the Engineering Division staffing deficiency on an interim basis for $54,600.

WHEREAS, with recruitment efforts still underway for a City Engineer it was necessary to extend the Contract Development Review Engineering services through December 31, 2023, at an additional cost of $34,125 (not to exceed $88,725).

WHEREAS, recruitment efforts remained underway for a City Engineer as of February 6, 2024 so it was necessary to extend the contract Development Review Engineering services through March 31, 2024, at an additional cost of $13,650 (not to exceed $102,375.) WHEREAS, recruitment efforts remained underway for a City Engineer as of May 7, 2024 so it was necessary to extend the Development Review Engineering services through January 1, 2025 at an additional cost of $49,140 (not to exceed $151,515.) WHEREAS, a City Engineer has been hired and an engineer division transition process is underway. It remains necessary to supplement the City’s development review engineering services to ensure that the entitlement and construction schedules of projects move forward in a timely manner. Therefore it is necessary to extend the Development Review Engineering services thru June 30, 2025 at an additional cost of $20,000 (not to exceed $171,515.)

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

Section 1. All of the above recitals are true and correct and incorporated herein by reference.

Section 2. The City Council hereby approves the Fourth Amendment to the Agreement with Joe Chouinard, PE for Interim City Engineering Services.

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

Attachment 1
APPROVED this 4
th day of February, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk
a. Exhibit A – Amended 1 Joe Chouinard Professional Services Agreement & Proposal b. Exhibit B – Amended 2 Joe Chouinard Professional Services Agreement & Proposal c. Exhibit C – Amended 3 Joe Chouinard Professional Services Agreement & Proposal d. Exhibit D – Amended 4 Joe Chouinard Professional Services Agreement & Proposal

Exhibit A
1st Amended Proposal

Exhibit B
2nd Amended Proposal

Exhibit C
3rd Amended Proposal

Exhibit D
4th Amended Proposal

Council Agenda Report
From: Warren Frace, Community Development Director
Subject: Approval of a Resolution Amending the Engineering Services Contract with MNS Engineering for Additional Engineering Services
CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

Date: February 4, 2025
Facts

1. Over the past several years, the City’s engineering division has seen a significant permit surge due to the Olsen/South Chandler Specific Plan, Beechwood Specific Plan, Landing/Boys School Reuse Plan, and numerous hotel resort developments proposed.

2. The on-going lever of engineering permit activity including Public Improvement Plans, Tract Improvement Plans, traffic mitigation projects, final maps, encroachment permits, and routine development plan review exceeds the capacity of the City Engineer and Development Review Engineer (2 FTEs) and requires supplemental contract staff support to maintain minimum levels of service. .

3. On August 31, 2018, the City entered into a professional services agreement with MNS Engineers, Inc. to provide a wide variety of services related to municipal engineering including, but not limited to, review of private development projects and plans to insure consistency with grading, stormwater, and engineering standards and ordinances; review of public improvement plans to insure compliance with City standards related to roads, stormwater, water, sewer, and other utilities; and review other engineering or architectural plans or reports.

4. On May 2, 2023, the City Council approved a professional services agreement with Joe Chouinard, Professional Engineer, in order to further supplement contract engineering resources.

5. To continue MNS’s contract engineering services, on September 5, 2023, City Council approved an additional contract with MNS Engineering, not to exceed $114,810.

6. Today, an additional contract extension of $161,870 (for a new not to exceed total of $388,920), is needed to maintain minimum levels of service.

7. Since MNS Engineering has continuity on existing City matters, for which they have been providing support since fall 2023, and as consultant’s work on a number of specific matters are third-party reimbursable, City staff recommends Council find approval of the contract amendment with MNS Engineering for Interim City Engineering Services appropriate under Sole Source Vendors, Section 5.0 of the City’s Purchasing Policy.

Options

1. Take no action (contract not approved).

2. Authorize the City Manager to execute the amendment to the MNS Engineering Consultant agreement, authorizing additional contract City Engineering Services, for a new total not to exceed amount of $388,920; or

3. Refer back to staff for additional analysis.

Analysis and Conclusions
Construction of the Olsen/South Chandler Specific Plan tract improvements and numerous final maps, along with the Beechwood Specific Plan, Landing/Boys School Reuse Plan, Hunter Ranch Resort, River Oaks II, and numerous hotel resort development proposals have created record level development. This has created a surge in demand for engineering permits, plan check, addendums, and inspections. This level of engineering permit activity exceeds the capacity of the City Engineer and Development Review Engineer (2 FTEs) and requires supplemental contract staff to maintain minimum levels of service. Staff thinks the best option available is to authorize additional work by the City’s contract engineering firms.

A new City Engineer was brought on board in December 2024. In order to support the new City Engineer, the scope of work for MNS has further expanded and additional work is now needed on the Beechwood development and various City right of way acquisitions.

Fiscal Impact
The total estimated cost of additional engineering services to MNS Engineering Consultant is $161,870 (for a new not to exceed total of $388,920). Contract staff costs are primarily recouped by engineering permit fees. As such, there are sufficient funds to cover this additional cost of service.

CEQA
The City finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378 because the action will not result in a direct or reasonably foreseeable indirect physical change in the environment.

Recommendation (Option 2)
Approve Resolution 25-XXX, authorizing the City Manager to execute the amendment to the MNS Engineering Consultant Agreement, authorizing additional contract City Engineering Services for a new not to exceed total of $388,920.

Attachments

1. Resolution 25-XXX – MNS Contract Amendment
a. Exhibit A: MNS Engineering Additional Services Proposal b. Exhibit B: MNS Engineering Amendment 1 to Additional Services c. Exhibit C: MNS Engineering Amendment 2 to Additional Services

Attachment 1
RESOLUTION 25-XXX

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

AUTHORIZING ENGINEERING SERVICES CONTRACT AMENDMENT

MNS ENGINEERING CONTRACT INTERIM CITY ENGINEERING SERVICES WHEREAS, the City has a standing contract with MNS Engineering to provide contract engineering and plan check services to the City of Paso Robles; and
WHEREAS, development activity continues at a record pace, with a significant permit surge in the City Engineer division; and
WHEREAS, the Community Development Department filled the City Engineer position in December 2024 and is still working on the engineer division transition process and needs to back fill this position with contract positions, So it is necessary to amend the contract to MNS City Engineering Services at an additional cost of $161,870 (for not to exceed $388,920); and WHEREAS, the City Council finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378 because the action will not result in a direct or reasonably foreseeable indirect physical change in the environment; and WHEREAS, MNS Engineering has continuity on existing City matters, for which they have been providing support since fall 2023, and as consultant’s work on a number of specific matters are third-party reimbursable, City Council find approval of the contract amendment with MNS Engineering for Interim City Engineering Services appropriate under Sole Source Vendors, Section 5.0 of the City’s Purchasing Policy.

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

Section 1. All of the above recitals are true and correct and incorporated herein by reference.

Section 2. The City Council hereby approves a contract amendment with MNS Engineering for Interim City Engineering Services for a new total not to exceed amount of $388,920.

APPROVED this 4
th day of February, 2025 by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Attachment 1
John R. Hamon, Jr., Mayor
ATTEST:
_____________________________________________
Melissa Boyer, City Clerk
Exhibit A – MNS Engineering Additional Services Proposal Exhibit B – MNS Engineering Amendment 1 to Additional Services Proposal Exhibit C – MNS Engineering Amendment 2 to Additional Services Proposal

Attachment 1
RESOLUTION 25-XXX

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

AUTHORIZING ENGINEERING SERVICES CONTRACT AMENDMENT

MNS ENGINEERING CONTRACT INTERIM CITY ENGINEERING SERVICES WHEREAS, the City has a standing contract with MNS Engineering to provide contract engineering and plan check services to the City of Paso Robles; and
WHEREAS, development activity continues at a record pace, with a significant permit surge in the City Engineer division; and
WHEREAS, the Community Development Department filled the City Engineer position in December 2024 and is still working on the engineer division transition process and needs to back fill this position with contract positions, So it is necessary to amend the contract to MNS City Engineering Services at an additional cost of $161,870 (for not to exceed $388,920); and WHEREAS, the City Council finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378 because the action will not result in a direct or reasonably foreseeable indirect physical change in the environment; and WHEREAS, MNS Engineering has continuity on existing City matters, for which they have been providing support since fall 2023, and as consultant’s work on a number of specific matters are third-party reimbursable, City Council find approval of the contract amendment with MNS Engineering for Interim City Engineering Services appropriate under Sole Source Vendors, Section 5.0 of the City’s Purchasing Policy.

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

Section 1. All of the above recitals are true and correct and incorporated herein by reference.

Section 2. The City Council hereby approves a contract amendment with MNS Engineering for Interim City Engineering Services for a new total not to exceed amount of $388,920.

APPROVED this 4
th day of February, 2025 by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Attachment 1
John R. Hamon, Jr., Mayor
ATTEST:
_____________________________________________
Melissa Boyer, City Clerk
Exhibit A – MNS Engineering Additional Services Proposal Exhibit B – MNS Engineering Amendment 1 to Additional Services Proposal Exhibit C – MNS Engineering Amendment 2 to Additional Services Proposal

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

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

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

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

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

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

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

Jeff Edwards Vice President
Government Services Division

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

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

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

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

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

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

Exhibit B
Amendment 1

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

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

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

Jeff Edwards Vice President
Government Services Division
Exhibit B
Amendment 1

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

December 26, 2004
City of Paso Robles
Attention: Leslie Frazier, City Engineer / Deputy Community Development Director Community Development Department
1000 Spring Street
Paso Robles, CA 93446
SUBJECT: Proposal for Special Projects - Development Servic es Dear Mr. Frace:

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

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

Our goal is to assist the City with the delivery of the assigned individual tasks outlined within this proposal based upon our understanding of the current need. MNS is proposing to deliver these services by offering the City an experienced team member with over 40 years of developmentrelated experience in the areas the City has identified. As you know MNS is currently providing plan check services for the infrastructure supporting the growth taking place, so this proposal has been developed with that in mind. MNS understands the balance of timely service to the development community and implementation of the standards for new infrastructure to ensure the City’s long-term needs are met. It is anticipated these services will be needed through the end of July 2025.

Scope of Work
MNS proposes to perform specific assigned tasks in support of the City, which may include the coordination of the delivery public improvements including, RFI review and approval, plan check coordination, plan approval for construction, subdivision map processing, project mitigation, project conditions clearance, public improvement construction and acceptance, encroachment permit support, grading permits, conformance to project approvals.

Exhibit C

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

Actual costs billed to the City will be on actual time spent; the budget will require prior written approval from the City if it exceeds the approved budget total. Based upon our project understanding and estimated number of support hours needed to ensure the City desires and expects. The total fee through the end of July 2025 is $161,870.

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

Jeff Edwards Vice President
Government Services Division
Exhibit C

City of Paso Robles - Proposal for Special Projects - Development Services Cost Proposal (6 months – Onsite and Remote)
Proposal for Special Projects -
Development Services
Cost Proposal
Summary
Principal In
Charge
Senior Project
Manager
MNS Resource Hours
MNS Resource Costs
Total Costs
Task Descriptions $325 $310
Task - Project Management
Program Management Services On-Site
(16 hours - 8 times from Feb - July 2025) 128 128 $39,680 $39,680 Program Management Services – Remote Coordination
(Through end of July - 24 Weeks - Average 16 hrs / week) 2 384 386 $119,690 $119,690 Hotel Reimbursement (10 Overnight Stays @ $250) $2,500 $2,500

Total Staff Hours 2 512 514
Hours $161,870
Total Staff Costs $650 $158,720
Total Costs $161,870
Exhibit C

Council Agenda Report
From: Darren Nash, City Planner
Subject: Approval of the 2025 Community Development Block Grant Program and the Final Annual Action Plan
CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, Section 15061(b)(3) and 15378, as it does not constitute a “project” under CEQA.

Date: February 4, 2025
Facts

1. The Community Development Block Grant (CDBG) is a federal program that supports community development activities to build stronger and more resilient communities. Activities may address needs such as infrastructure, public services, code enforcement, and homeowner assistance services that benefit low- and moderate-income persons.

2. The City receives its annual allocation of CDBG funds through the County of San Luis Obispo, where the County takes the lead role in administration of the CDBG program. This includes the preparation, adoption, and annual updating of a “Consolidated Plan,” which the U.S. Department of Housing and Urban Development (HUD) approves following adoption by the County Board of Supervisors. Under a cooperation agreement with the County, the City retains the right to decide how its allocation of CDBG funds will be used.

3. In February or March, the County will publish a Draft “Consolidated Plan,” which will list summaries of the activities that are recommended for consideration by the local city councils and Board of Supervisors at public hearings to be conducted in February, March, and/or April 2025.

4. The purpose of this report is for the City Council to review all applications and recommend to the San Luis Obispo County Board of Supervisors those applications to be included in the Annual Action Plan.

5. The deadline for submittal of applications for 2025 CDBG funds was on October 6, 2024. As of that date, the City received five applications, including an application from the City for administrative use of CDBG funds, for a total amount of funding requested of $183,428. A summary of the 2024 applications is attached and a summary of the individual requests are included in the staff report below.

6. HUD is not expected to publish the amounts available for 2025 CDBG Program until Spring 2025.

However, based on information from HUD, it is anticipated the City will be entitled to approximately $203,111 for the 2025 Program.

7. Federal regulations impose several limits on the use of CDBG funds, as follows:
a. At least 70% of all funds must be spent on activities that benefit low-income persons, and no more than 30% can be spent on activities that eliminate blight; b. No more than 15% of CDBG funds can be used for public service activities; and c. No more than 20% of CDBG funds can be used for City/County administrative uses.

8. As noted in Fact No. 7, the CDBG Program allows for a maximum of 20% of the funds to be allocated toward administrative activities. As part of the Cooperation Agreement executed with the County in

2024, the City has agreed to allocate 13 percent of the City’s CDBG allocation to the County for its administrative activities that directly benefit the City. Therefore, of the $40,622 proposed to be allocated for administrative purposes; $26,404 would be allocated to the County and the remaining $14,218 would be used by the City for administrative activities.

9. On November 19, 2024, the City Council reviewed all the applications and directed staff to include the following list of applications in the Final Action Plan recommended to the Board of Supervisors, as shown below:
a) Public improvement projects
Sidewalk and Ramp infill (Airport Rd) $132,022.00
b) Public services
CAPSLO – Adult Day Care $15,233.50
ECHO – Homeless Services $15,233.50
5CHC – Homeless Services $0.00
c) Administration $14,218.00
Total (a+b+c) $176,707.00

10. With the review of the Final Annual Action Plan, City Council has the discretion to modify the recommended scenario listed above and can consider any of the applications filed by October 6, 2024, to be included for funding in the Draft Consolidated Plan, if the scenario complies with the federal regulations outlined in fact No. 7 of this staff report.

Community Outreach
Various workshops were held by the County of San Luis Obispo related to the 2025 CDBG application process.

Options

1. Take no action;

2. Approve CDBG allocations for the City’s One Year Action Plan to the County of San Luis Obispo as presented.

3. Amend or modify Option 2.

4. Provide alternative direction to staff.

Analysis and Conclusions
Summary of Public Improvement Project Applications - $132,022 The City submitted an application for public improvement grants totaling $132,022 for the Parkview/Airport Road crosswalk project. The project would install a new crosswalk, median modifications, two curb ramps, and rectangular rapid flashing beacon (RRFB) device. The project would be located across Airport Road at the intersection with Parkview Lane. The crosswalk would link the existing Turtle Creek Path with Royal Oak Park path to provide a safe crossing of the street and allow for a safe connection to the two parks. Royal Oak Park is currently being renovated by the Olsen – South Chandler Specific Plan Master Developer with new facilities and amenities, including a new Class 1 multiuse path that will connect to the new specific plan trail system. This new crosswalk would provide residents living west of Airport Road with a safe connection to these new trails and facilities.

Parkview / Airport Road
intersection lacks an accessible crossing
connecting Royal Oak Park
to Turtle Creek Park.

Summary of Public Service Applications (Total requested: $47,583 – Total Available: $30,467) The City received three applications for public service grants in 2024 totaling $47,583. Since the City’s anticipated allocation would be $30,467, it is necessary to reduce the grant amounts requested by $17,116.

Summary of Funding Requests

1. El Camino Homeless Organization (ECHO) $15,233

2. CAPSLO $15,200

3. 5 Cities Homeless Coalition (5CHC) $17,150
Total Requested $47,583
Total Available $30,467
Required Reduction of Funding Requested -$17,116
At the November 19, 2024 meeting, the City Council recommended that the public service grants be allocated as follows:

Public services
CAPSLO – Adult Day Care $15,233.50
ECHO – Homeless Services $15,233.50
5CHC – Homeless Services $0

1. El Camino Homeless Organization (ECHO): $15,233 requested.

El Camino Homeless Organization (ECHO) maintains 50 emergency and transitional shelter beds at the Black Oak Drive Home Key shelter in Paso Robles, housing 200 adults and children each year from throughout San Luis Obispo County. ECHO is in the process of transitioning to a 24/7 shelter, accessible to clients during daytime hours, and will be adding 10 additional shelter beds. In addition to the physical shelter, staff provide the case management and supportive services needed for clients to increase their income and secure permanent housing.

Applicant’s Project Description: ECHO operates two Navigation Centers with overnight shelters, ECHO Atascadero and ECHO Paso Robles, housing residents from throughout San Luis Obispo County. Requested funds from CDBG, ESG, PLHA, and GFS will support shelter services at both sites, including shelter and outreach case management, shelter coordination, and volunteer coordination for 950 clients during the 2024-25 year. In addition to providing shelter, ECHO’s Navigation Centers operate 90-dqy programs that support people experiencing homelessness in finding permanent housing; with this support, over 50% of clients find a home.

2. CAPSLO: $15,200 requested.

The Adult Day Center (ADC) in Paso Robles is San Luis Obispo County’s only non-profit adult day care center. Providing quality care to older adults with early stages of Alzheimer’s disease, dementia, and other cognitive impairments, ADC serves up to 20 seniors/day, 8 am – 5 pm, Monday through Friday.

ADC provides nutritious snacks and lunch, mentally stimulating activities, opportunities for socialization, and supervision so family caregivers can work or have respite, and clients can remain safe living at home.

Applicant’s Project Description: The Adult Day Center (ADC) in Paso Robles, which provides a quality, stimulating environment to assist low-income adults with early stage Alzheimer’s disease, dementia, and other cognitive impairments to maintain their highest level of cognitive functioning.

Open Monday through Friday, 8 AM to 5 PM and provides a social model day program with activities

that are designed to maximize the living skills and abilities of participants based upon a sliding fee scale. ADC also offers caregiver respite, and conducts community outreach and education regarding Alzheimer’s disease, aging, and caregiving issues.

3. 5 Cities Homeless Coalition – Homeless and Rental Assistance Programs (5CHC): $17,150 requested.

This program will provide emergency subsistence and deposit payments, with case management services. These emergency subsistence payments (rental assistance) and deposits will be provided on behalf of people who are homeless or at risk of becoming homeless that are allowed consistent with 24 CFR 570.207(b)(4) of the CDBG regulations. Services will assist those who are homeless and those at risk of homelessness to develop a housing stability plan and provide short-term emergency homeless prevention rental assistance or move-in deposits. This program will be augmented by other services also provided by 5CHC, including benefits determination, and streamlining access, client resource center (mailing address, computer access, printer, phone, internet), transportation and utilities assistance, family reunification opportunities, and documentation assistance Applicants Project Description: 5CHC’s housing and stabilization services including landlord cultivation, case management support, and subsistence payments for rent, application fees, and deposits to individuals, following a coordinated entry assessment and progressive engagement model. With these activities 5CHC will work to quickly identify and resolve barriers to gaining or maintaining housing.

Summary of Administration Application
CDBG regulations provide that no more than 20% of all entitlement CDBG funds in any program year may be used for administrative purposes. Administration refers to staff time and expenses directly related to managing the CDBG program and those activities funded with CDBG funds. As a condition of accepting CDBG funds, the city must ensure compliance with numerous federal regulations that govern aspects such as public hearings, environmental review, procurement, labor laws, and filing quarterly reports on progress made and the socioeconomic profile of beneficiaries served by the funded activities.

As part of the Cooperation Agreement executed with the County in 2023, the City has agreed to allocate 13 percent of the City’s CDBG allocation to the County for its administrative activities that directly benefit the City. Therefore, of the $40,622 proposed to be allocated for administrative purposes, $26,404 would be allocated to the County and the remaining $14,218 would be used by the City for administrative activities.

Fiscal Impact
Based on the foregoing analysis and after reviewing the proposed applications, staff recommends City Council consider the Annual Action Plan as follows:
a) Public improvement projects
Sidewalk and Ramp infill (Airport Rd) $132,022.00
b) Public services
CAPSLO – Adult Day Care $15,233.50
ECHO – Homeless Services $15,233.50
5CHC – Homeless Services $0.00
c) Administration $14,218.00
Total (a+b+c) $176,707.00

CEQA
The Annual Action Plan is exempt from the California Environmental Quality Act (CEQA) pursuant to State Guidelines Section 15061(b)(3) and 15378 as it is does not constitute a “project” under CEQA because it can be seen with certainty that there is no potential the action will result in direct, or reasonably foreseeable indirect, physical change in the environment.

Recommendation (Option 2)
Approve Resolution 25-XXX, approving CDBG allocations for the City’s Annual Action Plan to the County of San Luis Obispo as follows: $132,022 for public improvement project (Park View-Airport Rd. cross walk); 15,233.50 to CAPSLO for Adult Day Care services; $15,233.50 to ECHO for Homeless Services; and $14,218 for City’s program administration, for a total of $176,707.

Attachments

1. Application Summary Table

2. Resolution 25-XXX – CDBG Allocations – City’s Annual Action Plan

Attachment 1
Summary of the 2025 CDBG Applications
A. Public Facilities, Building Rehab, Housing, Economic Development Projects (National Objective: Low Income Benefit)
# Applicant Program/Project Amount
Requested
1 City of Paso Robles Parkview/Airport Road crosswalk project. $132,022 Total Requested $132,022
Total Available $132,022
* Assumes that $13,868 is used for Category C.

B. Public Services (National Objective: Low Income Benefit) # Applicant Program/Project Amount
Requested
2 5 Cities Homeless Coalition (5CHC) Homeless Services $17,150 3 Community Action Partnership of SLO
County (CAPSLO)
Senior Day Care Program $15,200
4 El Camino Homeless Org. Homeless Shelter operating costs and social services $15,233 Total Requested $47,583
Total Available $30,467
C. Administration
# Applicant Program/Project Amount
Requested
5 City of Paso Robles Administration of City’s CDBG Program and all CDBGfunded activities$14,218 Summary of Public Improvement Project Applications

1. City of Paso Robles – Parkview/Airport Road crosswalk project: $132,022.

The City submitted an application for public improvement grants totaling $132,022 for the Parkview/Airport Road crosswalk project. The project would install a new crosswalk, median modifications, two curb ramps, and rectangular rapid flashing beacon (RRFB) device. The project would be located across Airport Road at the intersection with Parkview Lane. The crosswalk would link the existing Turtle Creek Path with Royal Oak Park path to provide a safe crossing of the street and allow for a safe connection to the two parks.

Summary of Public Service Applications (Total requested: $47,583 – Total Available: $30,467) The City received three applications for public service grants in 2025 totaling $47,583. Since the City’s allocation would be $30,467, it is necessary to reduce the grant amounts requested by $17,116. This could be done by funding all three grants equally, by providing $9,905 to each, or by not approving all four grant applications. A summary of the three public service organizations requests is as follows:

Attachment 1

2. El Camino Homeless Organization (ECHO): $15,233 requested. El Camino Homeless Organization (ECHO) maintains 50 emergency and transitional shelter beds at the Black Oak Drive Home Key shelter in Paso Robles, housing 200 adults and children each year from throughout San Luis Obispo County.

ECHO is in the process of transitioning to a 24/7 shelter, accessible to clients during daytime hours, and will be adding 10 additional shelter beds. In addition to the physical shelter, staff provide the case management and supportive services needed for clients to increase their income and secure permanent housing.

Applicant’s Project Description: ECHO operates two Navigation Centers with overnight shelters, ECHO Atascadero and ECHO Paso Robles, housing residents from throughout San Luis Obispo County. Requested funds from CDBG, ESG, PLHA, and GFS will support shelter services at both sites, including shelter and outreach case management, shelter coordination, and volunteer coordination for 950 clients during the 2024-25 year. In addition to providing shelter, ECHO’s Navigation Centers operate 90-dqy programs that support people experiencing homelessness in finding permanent housing; with this support, over 50% of clients find a home.

3. CAPSLO: $15,200 requested. The Adult Day Center (ADC) in Paso Robles is San Luis Obispo County’s only non-profit adult day care center. Providing quality care to older adults with early stages of Alzheimer’s disease, dementia, and other cognitive impairments, ADC serves up to 20 seniors/day, 8 am – 5 pm, Monday through Friday. ADC provides nutritious snacks and lunch, mentally stimulating activities, opportunities for socialization, and supervision so family caregivers can work or have respite, and clients can remain safely living at home.

Applicant’s Project Description: The Adult Day Center (ADC) in Paso Robles, which provides a quality, stimulating environment to assist low-income adults with early stage Alzheimer’s disease, dementia, and other cognitive impairments to maintain their highest level of cognitive functioning.

Open Monday through Friday, 8 AM to 5 PM and provides a social model day program with activities that are designed to maximize the living skills and abilities of participants based upon a sliding fee scale. ADC also offers caregiver respite, and conducts community outreach and education regarding Alzheimer’s disease, aging, and caregiving issues.

4. 5 Cities Homeless Coalition – Homeless and Rental Assistance Programs (5CHC): $17,150 requested.

This program will provide emergency subsistence and deposit payments, with case management services. These emergency subsistence payments (rental assistance) and deposits will be provided on behalf of people who are homeless or at risk of becoming homeless as allowed per 24 CFR 570.207(4) of the CDBG regulation. Services will assist those who are homeless and those at risk of homelessness to develop a housing stability plan and provide short-term emergency homeless prevention rental assistance or move-in deposits. This program will be augmented by other services also provided by 5CHC, including benefits determination, and streamlining access, client resource center (mailing address, computer access, printer, phone, internet), transportation and utilities assistance, family reunification opportunities, and documentation assistance Applicants Project Description: 5CHC’s housing and stabilization services including landlord cultivation, case management support, and subsistence payments for rent, application fees, and deposits to individuals, following a coordinated entry assessment and progressive engagement model. With these activities 5CHC will work to quickly identify and resolve barriers to gaining or maintaining housing.

Attachment 1
Summary of Administrative Application

5. As part of the Cooperation Agreement executed with the County in 2023, the City has agreed to allocate 13 percent of the City’s CDBG allocation to the County for its administrative activities that directly benefit the City. Therefore, of the $40,622 proposed to be allocated for administrative purposes, $26,404 would be allocated to the County and the remaining $14,218 would be used by the City for administrative activities.

Attachment 2
RESOLUTION 25-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES APPROVING THE 2025 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

DRAFT FINAL ACTION PLAN FOR FUNDING
WHEREAS, the City has been notified by the Federal Department of Housing and Urban Development (HUD) that it is entitled to receive Community Development Block Grant (CDBG) funds; and WHEREAS, via a Cooperation Agreement with the County of San Luis Obispo (hereafter referred to as “County”) executed in September 2023, the City waived its individual entitlement status for a period of three years with an option for an automatic three year renewal in order that the County and the cities located therein may qualify as an “Urban County”; and
WHEREAS, via the Cooperation Agreement, the City retains the authority to determine which projects are to be funded with its allotment of CDBG funds; and
WHEREAS, in September 2024, the San Luis Obispo County published a “Request for Proposals” for projects to be funded under the 2025 CDBG Programs, which provided that proposals were to be submitted by October 6, 2024; and
WHEREAS, as of October 6, 2024, the City received five applications, including an application from the City for administrative use of CDBG funds, for a total amount of funding requested of $183,428 and only $176,707 is available; and
WHEREAS, as of November 19, 2024, the City Council considered the Draft Action Plan, reviewing the five applications, and directed staff to include the following applications to be listed in the Draft Final Annual Action Plan for funding as follows:
a) Public improvement projects
Sidewalk and Ramp infill (Airport-Park View
Rd)
$132,022
b) Public services
CAPSLO – Adult Day Care $15,233.50
ECHO – Homeless Services $15,233.50
c) Administration $14,218
Total (a+b+c) $176,707
WHEREAS, the Draft Final Action Plan is exempt from the California Environmental Quality Act (CEQA) pursuant to State Guidelines Section 15061(b)(3) and 15378 as it is does not constitute a “project” under CEQA because it can be seen with certainty that there is no potential the action will result in direct, or reasonably foreseeable indirect, physical change in the environment; and WHEREAS, at its meeting of February 4, 2025, the City Council conducted a public hearing to obtain public testimony on the proposed Draft Annual Action Plan.

Attachment 2

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

Section 1. All of the above recitals are true and correct and incorporated herein by reference.

Section 2. Based on an expectation that the City will receive $176,707 in 2025 CDBG funds, direct the following applications be listed in the Draft Final Action Plan as follows:
a) Public improvement projects
Sidewalk and Ramp infill (Airport-Park View
Rd)
$132,022
b) Public services
CAPSLO – Adult Day Care $15,233.50
ECHO – Homeless Services $15,233.50
c) City Administration $14,218
Total $176,707
APPROVED this 4
th day of February, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr. , Mayor
ATTEST:

Melissa Boyer, City Clerk

Council Agenda Report
From: Freda Berman, Public Works Director
Subject: 2025 Fourth of July Fireworks Celebration at Barney Schwartz Park CEQA Determination: The City finds that this action is exempt from the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15061, subd. (b)(3), 15304.

Date: February 4, 2025
Facts

1. In 2022, City Council reinstated the Fourth of July Fireworks Celebration at Barney Schwartz Park after a 10-year hiatus. The event was a success as were Fourth of July Celebrations at the park in 2023 and 2024.

2. The Fourth of July event began at 2 p.m. and for 2024 included two bands, food trucks, a full soccer field of family-friendly activities, and sponsor area. The first concert began at 5:30 p.m. Early arriving crowds necessitated multiple staff shifts, the first starting work at 7 a.m. with others arriving throughout the day depending on work assignment. Police officers arrived at 4 p.m. Private security worked overnight shifts and during the day with the full crew arriving at 5 p.m.

3. Financially, the 2024 Fireworks Celebration was a challenge and required additional sponsors to offset a reduction in anticipated revenues. Although several additional sponsorships were confirmed, expenses required that all available budget savings from the two prior events were completely expended on the 2024 event.

4. Since 2022, the City has expended approximately $434,500 total, or about $145,000 per year on this community event (exclusive of sponsorship contributions). These expenses were covered by an annual Council-approved allocation of $65,000 and budget savings from previous Fourth of July events. If event programming remains like previous years, the estimated cost of the 2025 event is approximately $170,000.

5. For 2025, Travel Paso has committed $35,000 to the Fourth of July event and they have also committed to assisting with sponsor solicitation for the event.

6. At the January 15, 2025 City Council meeting, Council directed staff to (1) contract for fireworks for the 2025 event; and (2) present a new budget reducing anticipated costs. A contract for fireworks has been confirmed.

7. Large crowds dictate the majority of event costs, which can be reduced if the scope and hours of the event are reduced. Staff considered multiple factors in modifying the event including typical attendee arrival, popular activities and public safety. Delaying the start time to 4 p.m., reducing the number of band performances to one, reducing the size of the recreational activity area, and employing private security to just the overnight hours brings the total estimated event budget to $150,000, a reduction of $20,000 from the previous estimate.

Options

1. Continue the 2025 Fourth of July Fireworks Celebration at Barney Schwartz Park with all expenses exceeding available revenue appropriated from General Fund Reserves (estimated by City staff at roughly $50,000).

2. Provide alternative direction to staff.

Analysis and Conclusions
Large crowds dictate the majority of event costs. The 2024 event was very well attended with crowds likely exceeding 10,000 attendees.

Staff strategically evaluated reductions looking at where costs could be reduced without sacrificing the quality of the event and public safety. Significant reductions were made in the following areas:
 Private security – Instead of hiring 15 private security personnel to work the event, the Police Department will dedicate two officers to Barney Schwartz Park between 12 p.m. and 6 p.m. to address any issues and multiple officers to work the event beginning at 6 p.m.Qualified volunteers will be solicited to staff access points prior to event start and the Community Volunteer Patrol will post at the fireworks exclusion zone during the event. Private security will be used for two overnight shifts on July 3 and July 4 to prevent vandalism or theft of event equipment.  Entertainment – One band will be hired, instead of two, resulting in a reduction in band fees, green room arrangements, and hotel rooms.
 Family-friendly recreational activities – The footprint of the activities will be reduced as will the offerings. Recreation staff will select activities based on what has been popular in the past along with what materials they have on hand.
 Staffing – Moving the event start time to 4 p.m. impacts staffing, most significantly for the full Police contingent, who will arrive later, park site staff and parking lot staff.

Fiscal Impact
Available funding totals $100,000; an annual budgeted Council-approved allocation of $65,000 and Travel Paso 2025 commitment of $35,000.

Costs for the 2025 Fourth of July Fireworks Celebration are proposed as follows:

Pyrotechnics $ 43,000 (confirmed)
Event Operations and Professional Services $ 72,526
Staffing $ 22,000
10% Contingency $ 12,474
$150,000
CEQA
The City finds that the 2025 Fourth of July Fireworks Celebration at Barney Schwartz Park (the “Project”) is exempt from the California Environmental Quality Act (“CEQA”) pursuant to State CEQA Guidelines section 15061, subd. (b)(3) because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. The Project is further exempt from CEQA pursuant to State CEQA Guidelines section 15304, which applies to the minor temporary use of land having negligible or no permanent effects on the environment. Moreover, the City finds there are no unusual circumstances that apply to the Project.

Recommendation
Authorize staff to continue the 2025 Fourth of July Fireworks Celebration at Barney Schwartz Park with all expenses exceeding available revenue covered by General Fund reserves (estimated by City staff at roughly $50,000) and direct staff to file a Notice of Exemption pursuant to State CEQA Guidelines.

Council Agenda Report
From: Elizabeth Wagner Hull, City Attorney
Ryan Cornell, Administrative Services Director
Subject: City Council Compensation and Impacts of Senate Bill 329 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: February 4, 2025
Facts

1. The City Council dedicates a significant amount of time in serving the community in matters of City policy and general governance. In recognition of this, the Mayor and City Councilmembers currently receive a monthly compensation to $1,540 and $1,155, respectively.

2. The City Council also received health and welfare benefits such as medical, dental, vision insurances, generally consistent with the other labor groups in the City as well as a vehicle mileage allowance.

3. The City Council last received an increase in compensation in January 2025, following the November 2024 general election. Previously, it had been since 2022 since the City Council had received compensation increases.

4. On June 29, 2023, Governor Newsom signed into law, Senate Bill 329 (SB 329) which increased the maximum amount of salary a councilmember may receive.

5. The City Council requested more information on SB 329 and the impacts to the City’s current City Council compensation.

Options

1. Take no action;

2. Receive this report and provide direction to staff.

Analysis and Conclusions
Government Code § 36516 provides that a City Council may enact an ordinance setting the salary for each member of the City Council, and the amount of which shall be based upon population. Below is a history of City Council compensation:

Year Councilmember Mayor
1986 $300 $300
2006 $600 $800
2022 $1,050 $1,400
2025 $1,155 $1,540

Government Code §36516 provides that the salary for a councilmember in a City with a population of 35,000 people or less shall be $950 per month. However, it also provides that amount can be increased by the adoption of an ordinance, as the City has done. SB 329 amended Government Code §36516 to increase the maximum amount of salary that councilmembers may receive beyond the specified maximum, to an amount not exceeding the greater of either 5% for each calendar year or an amount equal to inflation since January 1, 2024, based on the California Consumer Price Index (not to exceed 10% per calendar year).

The City last increased Council compensation in 2025. The Council could consider an adjustment in an amount not to exceed 5% for each calendar year since then or an amount equal to inflation since January 1, 2024, whichever is greater. But because the Council has already approved salary increases, there is no additional compensation to be gained with the passage of SB 329 because it did not modify the requirement under Government Code section 36516.5 that any increase in Council compensation may only take effect when at least one member of the Council commences a new term.

It should also be noted that the City Council cannot adopt an ordinance to provide for automatic future increases in salary. Any retirement, health and welfare, federal social security benefits, or reimbursement for actual and necessary expenses are not included for purposes of determining compensation under §36516. Additionally, SB 329 requires that an ordinance to increase council member compensation be considered in an open session at least two regular meetings. The ordinance must include findings demonstrating the need for the increased compensation and there must be a least seven days between the introduction and adoption of the ordinance.

Fiscal Impact
This is an informational report only and as such, there are no fiscal impacts.

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

Recommendation
Receive and file this report and provide any desired direction to staff.