Agenda packet — Paso Robles City Council, March 18, 2025 (part 12 of 12)

Mitigation Measure Type Monitoring
Department or
Agency
Shown on
Plans
Verified
Implementation
Timing/ Remarks
HYD-2: Erosion Control Materials. The contractor
shall maintain appropriate types and sufficient
quantities of materials onsite to contain any spill or
inadvertent release of materials that may cause a
condition of pollution or threaten water quality of the Salinas River.

Project City of El Paso de
Robles
X During Project
activities.

NOI-1: Construction Noise Reduction. During
construction, the City shall ensure that following
measures are implemented by the construction
contractor to reduce construction noise levels at
nearby sensitive receptors:
• Construction equipment shall be equipped
with intake and exhaust mufflers that are in
good condition and appropriate for
equipment.
• Stationary noise-generating equipment shall
be located as far as possible from sensitive
receptors.
• “Quiet” air compressors and other stationary
noise sources shall be utilized where
technology exists.
• Where possible, foundation pile holes shall
be pre-drilled to minimize the number of
impacts required to seat the pile.
• A “disturbance coordinator” shall be retained
during project construction activities. The
“disturbance coordinator shall be responsible
for responding to any local complaints about
construction noise. The disturbance
coordinator shall determine the cause of the
noise complaint (e.g., starting too early, bad
muffler) and shall require that reasonable
measures warranted to correct the problem
be implemented. A telephone number for the
Project City of El Paso de
Robles
X During Project
construction.

Exhibit B

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Mitigation Measure Type Monitoring
Department or
Agency
Shown on
Plans
Verified
Implementation
Timing/ Remarks
disturbance coordinator shall be
conspicuously posted at the construction site
and shall be included in a notice sent to
neighbors and businesses regarding the
construction schedule. Residents and
businesses near the Project site shall be
provided with construction information
including the types of construction activities
that would occur, the duration of Project
construction, an indication that a temporary
increase in ambient noise levels could occur
during Project construction, and a phone
number where concerned residents/business
owners can call if noise levels from
construction activities are exceeded during
the hours specified by the City’s Municipal
Code.

TRA-1: Traffic Control Plan. The applicant shall
ensure that traffic control is implemented for the
duration of demolition and construction phases:
• Traffic control shall be pursuant the California
Manual on Uniform Traffic Control Devics
(CAMUTCD), latest edition.
• Traffic control monitors shall direct traffic
whenever heavy construction equipment is
entering and exiting the work area as
warranted to ensure public safety. Traffic
monitors shall be posted throughout the
demolition and construction periods, as
necessary. The contractor shall coordinate
with the Paso Robles Fire and Emergency
Services Department in order to ensure that
traffic control routes and procedures would
allow for adequate emergency access.

Project City of El Paso de
Robles
X The duration of
demolition and
construction phases.

Exhibit B

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Mitigation Measure Type Monitoring
Department or
Agency
Shown on
Plans
Verified
Implementation
Timing/ Remarks
• All construction-related vehicles, equipment
staging, and storage areas shall be located in
approved pre-determined areas within the
construction area.
• Construction traffic shall comply with the
California Vehicle Code sections related to
vehicle weight and width. Any extra-legal
loads needed for specialized deliveries shall
be subject to special permit requirements
from the City of Paso Robles. Should
roadway damage occur along the haul route
that is directly attributable to the demolition
and construction of the Project, repairs will be
assessed by the City and completed
accordingly.

TRA-2: Truck traffic shall be limited during the 7:00
am to 10:00 am and 2:00 pm to 7:00 pm commute
periods.

Project City of El Paso de
Robles
X During construction
activities.

Explanation of Headings:

Type:…….……….…………..……….……….Project, ongoing, cumulative
Monitoring Department or Agency: ………. Department or Agency responsible for monitoring a particular mitigation measure Shown on Plans: ……………….…………... When a mitigation measure is shown on the plans, this column will be initialed and dated.

Verified Implementation: ………………..…. When a mitigation measure has been implemented, this column will be initialed and dated.

Remarks: ……….……………….……………Area for describing status of ongoing mitigation measure, or for other information.

Exhibit B

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Commenter
Name
Comment
Letter
Comment
#
Comment Response
Sara Lopus A A1 I am so excited about the plans to build safer bike lanes on Niblick. However, I’m confused by what is proposed to happen at the intersection of Niblick and Spring St. How would a west-bound cyclist get safely across Spring to Vine St bike lane? Or are we expected to turn north onto Spring, despite the lack of a shoulder or bike lane? I find it difficult to safely cross Spring at Niblick (or to cross Railroad at 13th), and I am concerned that despite major upgrades to bike safety along Creston and Niblick, the one remaining unsafe intersection at the terminus of each of those bike corridors will act as continued deterrents to cross-town biking.

The locations referenced in the comment are not
within the proposed Project scope. Section 15088 of
the CEQA Guidelines only requires detailed
responses when a comment raises significant
environmental issues. This comment relates to the
merits of the project- not to the issues analyzed in the IS/MND. Thus, no changes to the document are
necessary. The comment will, however, become part
of the administrative record and will be considered by
the decision makers. Thank you for participating in
the CEQA process.

Darrell Cooper B B1 In my opinion both Creston Road and Niblick projects have railroaded by special interest groups. Both of these streets are the only in town corridors for East West traffic flow to cross the river for access to downtown or Highway 101. The main concern should be for moving traffic efficiently and safely, not for bicycle and pedestrian use.

Our roads are built with fuel tax and various other tax sources for transportation, not recreational use. Ten feet for bicycles and pedestrians takes away a lane for transportation of people and commodities.

Section 15088 of the CEQA Guidelines only requires
detailed responses when a comment raises
significant environmental issues. This comment
relates to the merits of the project- not to the issues analyzed in the IS/MND. Thus, no changes to the
document are necessary. The comment will, however,
become part of the administrative record and will be
considered by the decision makers. Thank you for
participating in the CEQA process.

Ed Hale C C1 While this appears to be conceptually beautiful, I see great potential for excessive costs to maintain as well as it being a taggers' paradise. So much hardscape just itching to be tagged, and a huge amount of landscape to maintain.

Exhibit C

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Ed Hale C C2 Furthermore, I don't see much emphasis on improving traffic flow with the tremendous increase in traffic that will be experienced with the addition of the Olson/Chandler and Beechwood communities. Niblick is already a congested mess during rush hour.

The Project is a multi-modal project that is expected
to reduce traditional vehicle trips by adding a multiuse path for bicyclists and pedestrians. The Project does not change the number of travel lanes on Niblick
Road, or lane geometry and traffic control at the
intersections and driveways along the Corridor. The
increase in traffic from the projects referenced in the comment are not part of the scope of this
environmental review.

Ed Hale C C3 While this beautification will be wonderful for locals traversing Niblick, it will not be an area the the majority of visitors from out of town ever see. What if any plans are in the works to clean up the 13th street area around Railroad and Paso Robles streets? The decaying buildings like the Hunter body shop give our town a bad image.

Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D1 The Division categorically advises against building over, or in any way impeding access to, oil, gas, or geothermal wells. Impeding access to a well could result in the need to remove any structure or obstacle that prevents or impedes access including, but not limited to, buildings, housing, fencing, landscaping, trees, pools, patios, sidewalks, roadways, and decking. Maintaining sufficient access is considered the ability for a well servicing unit and associated necessary equipment to reach a well from a public street or access way, solely over the parcel on which the well is located. A well servicing unit, and any necessary equipment, should be able to pass unimpeded along and over the route, and should be able to access the well without disturbing the integrity of surrounding infrastructure.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Exhibit C

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Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D2 There are no guarantees a well abandoned in compliance with current Division requirements as prescribed by law will not start leaking in the future. It always remains a possibility that any well may start to leak oil, gas, and/or water after abandonment, no matter how thoroughly the well was plugged and abandoned. The Division acknowledges wells plugged and abandoned to the most current Division requirements as prescribed by law have a lower probability of leaking in the future, however there is no guarantees that such abandonments will not leak.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D3 The Division advises that all wells identified on the development parcel prior to, or during, development activities be tested for liquid and gas leakage. Surveyed locations should be provided to the Division in Latitude and Longitude, NAD 83 decimal format. The Division expects any wells found leaking to be reported to it immediately.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D4 Failure to plug and reabandon the well may result in enforcement action, including an order to perform reabandonment well work, pursuant to PRC § 3208.1, and 3224.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Exhibit C

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Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D5 PRC § 3208.1 give the Division the authority to order or permit the re-abandonment of any well where it has reason to question the integrity of the previous abandonment, or if the well is not accessible or visible. Responsibility for re-abandonment costs may be affected by the choices made by the local permitting agency, property owner, and/or developer in considering the general advice set forth in this letter. The PRC continues to define the person or entity responsible for reabandonment as:

1. The property owner - If the well was plugged and abandoned in conformance with Division requirements at the time of abandonment, and in its current condition does not pose an immediate danger to life, health, and property, but requires additional work solely because the owner of the property on which the well is located proposes construction on the property that would prevent or impede access to the well for purposes of remedying a currently perceived future problem, then the owner of the property on which the well is located shall obtain all rights necessary to reabandon the well and be responsible for the reabandonment.

2. The person or entity causing construction over or near the well - If the well was plugged and abandoned in conformance with Division requirements at the time of plugging and abandonment, and the property owner, developer, or local agency permitting the construction failed either to obtain an opinion from the supervisor or district deputy as to whether the previously abandoned well is required to be reabandoned, or to follow the advice of the supervisor or district deputy not to undertake the construction, then the person or entity causing the construction over or near the well shall obtain all rights necessary to reabandon the well and be responsible for the reabandonment.

3. The party or parties responsible for disturbing the integrity of the abandonment - If the well was plugged and abandoned in conformance with Division requirements at the time of plugging and abandonment, and after that time someone other than the operator or an affiliate of the operator disturbed the integrity of the abandonment in the course of developing the property, then the party or parties responsible for disturbing the integrity of the abandonment shall be responsible for the reabandonment.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Exhibit C

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Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D6 No well work may be performed on any oil, gas, or geothermal well without written approval from the Division. Well work requiring approval includes, but is not limited to, mitigating leaking gas or other fluids from abandoned wells, modifications to well casings, and/or any other re-abandonment work. The Division also regulates the top of a plugged and abandoned well's minimum and maximum depth below final grade. CCR §1723.5 states well casings shall be cut off at least 5 feet but no more than 10 feet below grade. If any well needs to be lowered or raised (i.e. casing cut down or casing riser added) to meet this regulation, a permit from the Division is required before work can start.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D7 To ensure that present and future property owners are aware of (a) the existence of all wells located on the property, and (b) potentially significant issues associated with any improvements near oil or gas wells, the Division recommends that information regarding the above identified well(s), and any other pertinent information obtained after the issuance of this letter, be communicated to the appropriate county recorder for inclusion in the title information of the subject real property.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells.

Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D8 The Division recommends that any soil containing hydrocarbons be disposed of in accordance with local, state, and federal laws. Please notify the appropriate authorities if soil containing significant amounts of hydrocarbons is discovered during development.

Based on the Phase 1 Environmental Site Assessment
completed for the Project, there are no known
hydrocarbon impacted soils within the area proposed
for improvement. Consistent with City standard
construction procedures, if any unanticipated
hydrocarbon impacted soils are encountered they will
be disposed of in accordance with local State and
Federal laws.

Exhibit C

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Trey Powell -
Dept. of
Conservation
Geologic
Energy
Management
Division
Northern
District Deputy
D D9 If during development activities, any wells are encountered that were not part of this review, the property owner is expected to immediately notify the Division's construction site well review engineer in the Northern district office, and file for Division review an amended site plan with well casing diagrams. The District office will send a follow-up well evaluation letter to the property owner and local permitting agency.

The Project does not include improvements located in
proximity to known existing or abandoned oil, gas, or
geothermal wells. If any unanticipated wells are
encountered the City will notify the Division
accordingly.

Dennis
Carreiro
E E1 The city needs to improve the capacity of the left turn lane from west bound Niblick to southbound River Road. It’s been over looked in this overpriced plan and the existing center island has more than enough real estate to make it a 10 ‐
12 vehicle capacity.

I spoke to the Assistant City Manager about this at the open house and he can see the need for more capacity.

Vehicle circulation is outside of the scope of this
Project, as the grant is specific to alternative
transportation. Section 15088 of the CEQA
Guidelines only requires detailed responses when a
comment raises significant environmental issues.

This comment relates to the merits of the project- not
to the issues analyzed in the IS/MND. Thus, no
changes to the document are necessary. The
comment will, however, become part of the
administrative record and will be considered by the
decision makers. Thank you for participating in the
CEQA process.

Almond Acres
Charter
Academy
F F1 The timing of the Niblick Corridor Plan's formal planning phase, which concluded before our school was built, has created unique challenges that must be addressed. While the plan includes specific safety measures for Paso High School, it lacks comparable provisions for Almond Acres Charter Academy. This oversight is crucial given that our school's design features a single entrance and exit point, serving as the only access for all parent and guardian traffic during morning drop-offs and afternoon pick-ups.

The Niblick Road Complete and Sustainable Streets
Plan (November 2, 2020) utilized a community-driven
effort to develop a plan for creating a vibrant,
pedestrian and bicycle-friendly, and green street
environment for residents, businesses and visitors.

The plan was developed through a robust public
process that engaged residents, property owners and
other community stakeholders to generate ideas for
both immediate improvements and future changes.

Exhibit C

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Almond Acres
Charter
Academy
F F2 Several factors influencing traffic volume and patterns heighten safety concerns at this location. Niblick Road is a primary access point to Highway 101, with peak morning traffic coinciding with the start of our school day. Recent and upcoming developments are intensifying these challenges, including the construction of 200 apartments on Creston Road and the planned development of up to 1,200 residential units in the Olsen/South Chandler Ranch project. Furthermore, our student population has reached its maximum capacity of 504 K-8 students for the 2023-2024 academic year, with 99% of these students arriving by private vehicle through our sole access point, as Central Coast Transportation Consulting noted.

Vehicle circulation is outside of the scope of this
Project, as the grant is specific to alternative
transportation. The Project includes improvements to
the Corridor that are meant to improve safety,
access, and mobility for all modes of transportation,
specifically walking and bicycling. The Project does
not change the number of travel lanes on Niblick
Road, or lane geometry and traffic control at the
intersections and driveways along the Corridor. There
are existing locations along the Corridor where
vehicles queue illegally within the bike lanes to
access driveways. This creates an existing hazard for
cyclists travelling within the corridor. The Project
would alleviate this hazard by creating a path for
multimodal travel and providing separation for
pedestrians and cyclists from the vehicular travel
lanes.

Exhibit C

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Almond Acres
Charter
Academy
F F3 After thoroughly reviewing the W-Trans Niblick Road Complete and Sustainable Streets Corridor Plan (dated November 2, 2024), we propose a specific modification that aligns with the corridor's overall objectives while addressing our immediate safety concerns. Our primary request is to establish a dedicated right-turn lane on the westbound side of Niblick Road, extending from our east entrance driveway to Creston Road. This narrative outlines the “how” and “why” of this request.

Technical Specifications
• Re-striping following road surfacing
• Adjustment of all traffic lanes to 10 feet in width
• New turn lane measuring 10 feet in width (minimum required for a vehicle lane) • Lane width reduction to naturally decrease traffic speeds in school zone • Adequate queuing space for vehicles during peak periods The upcoming $14 million grant for resurfacing, realigning, and re-striping Niblick Road from the bridge to Creston Road provides an excellent opportunity to implement these essential safety improvements. This timing would allow for the cost-effective integration of our proposed modifications into the planned construction work. This project offers a chance to address the safety concerns outlined in this proposal. As described in this proposal, the academy has requested that officials investigate, develop, and implement physical improvements to enhance safety for parents, guardians, and students.

Almond Acres
Charter
Academy
F F4 While Almond Acres Charter Academy has demonstrated its commitment to managing traffic flow within our property boundaries, we must stress that we cannot address safety issues on public streets. Failing to respond to these documented safety concerns could expose the City of Paso Robles to potential liability in the event of traffic accidents or injuries arising from these identified hazards.

The Project includes improvements to the Corridor
that are meant to improve safety, access, and
mobility for all modes of transportation, specifically
walking and bicycling. The environmental document
acknowledges that there are existing locations along
the Corridor where vehicles queue illegally within the
bike lanes to access driveways. The Project does not
exacerbate this vehicle hazard, rather it provides
increased safety measures for pedestrians and
cyclists.

Exhibit C

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Sara Lopus G G1 I am so pleased that the city is investing in a safer bike route along Niblick Rd. As a frequent west-side cyclist, I have found it challenging to safely travel between the west and east sides of town, and this project is an excellent first step to support healthy recreation, ease traffic congestion, and promote sustainable transportation.

However, I am concerned about the planned intersection of Niblick and Spring, where the bike lane appears to simply end. This leaves no safe option for cyclists to turn north on Spring St (which lacks a shoulder or bike lane) or to continue west across Spring to Vine St, where the bike lane begins again.

Without a safe way for cyclists to cross Spring St, the Niblick bike lane will fall short of being a true corridor connecting the east and west sides. Instead, it risks becoming a dead end, forcing cyclists to either turn around or dismount and walk across Spring.

I urge the city to address this gap in the plan. At this stage, is it possible to adjust the Niblick and Spring intersection to create a safe, continuous pathway that connects the Niblick bike lane to the west side, ensuring it serves its intended purpose? The locations referenced in the comment are not
within the proposed Project scope. Section 15088 of
the CEQA Guidelines only requires detailed
responses when a comment raises significant
environmental issues. This comment relates to the
merits of the project- not to the issues analyzed in the IS/MND. Thus, no changes to the document are
necessary. The comment will, however, become part
of the administrative record and will be considered by
the decision makers. Thank you for participating in
the CEQA process.

Dave McCue H H1 Please consider that if you want to go to a restaurant or grocery store in the Woodland Plaza (Albertsons), a plaza designed for cars with other options having a much longer trip, that there is no direct path. If you were a pedestrian, someone who is too old or too young to drive, someone who wants to walk (or bike), then you must walk around the entire parking lot to find a sidewalk entrance. Whereas the people in cars, sitting down in climatecontrolled comfort have the shortest route. Below is a picture showing the few options for non-car people.

I see people all the time struggling to get into this shopping center and now with the senior housing behind Kennedy and next to the old Penny's there are more seniors who will walk to the store. There are many students who walk from the high school to this center and they are stuck walking through the landscaping or next to the curb with the cars.

I know there is a project to improve the walkability of the Niblick corridor from Creston to Spring so this seems like it should also be addressed. A sidewalk with stairs to the parking area by Taco Bell and another from the bust stop to the parking area would be a great start.

Please help improve the safety of people walking.

The pedestrian access between Woodland Plaza and
Niblick Road has been addressed in the conceptual
design for landscaping along Woodland Plaza, and
will be incorporated into the construction drawings
for the proposed project.

Exhibit C

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Exhibit C

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From:

Sent:

To:

Subject:

Darrell Cooper
Friday, December 13, 2024 12:30 PM
Planninq
Traffic flow on Niblick and Creston Road
Some people who received this message don't often get email from City of Paso Robles
Comment Letter B
>
Learn why this is important
Bl In my opinion both Creston Road and Niblick projects have railroaded by special interest groups. Both of these streets are the only in town corridors for East West traffic flow to cross the river for access to downtown or Highway 101. The main concern should be for moving traffic efficiently and safely, not for bicycle and pedestrian use. Our roads are built with fuel tax and various other tax sources for transportation, not recreational use. Ten feet for bicycles and pedestrians takes away a lane for transportation of people and commodities.

Respectfully D. Cooper
1 Exhibit C

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From:

Sent:

To:

Subject:

Ed.-com>
Tuesday, December 17, 2024 8:33 AM
Planninq
Niblick Road Corridor
Some people who received this message don't often get email from Comment Letter C
. Learn why this is important
c1 While this appears to be conceptually beautiful, I see great potential for excessive costs to maintain as well as it being a taggers' paradise. So much hardscape just itching to be tagged, and a huge amount of landscape to maintain.

C2 Furthermore, I don't see much emphasis on improving traffic flow with the tremendous increase in traffic that will be experienced with the addition of the Olson/Chandler and Beechwood communities. Niblick is already a congested mess during rush hour.

C3 While this beautification will be wonderful for locals traversing Niblick, it will not be an area the the majority of visitors from out of town ever see. What if any plans are in the works to clean up the 13th street area around Railroad and Paso Robles streets? The decaying buildings like the Hunter body shop give our town a bad image.

Ed Hale
Paso Robles, CA
1 Exhibit C

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12/19/2024
City: Paso Robles - Community Development
Katie Banister
1000 Spring Street, Paso Robles, CA 93446, USA
[email protected]
Construction Site Well Review (CSWR) ID: 1013138
Assessor Parcel Number(s): 009471038
Property Owner(s): City of Paso Robles
Project Location Address: Niblick Road East of highway 101 Paso Robles, California 93446 Project Title: Niblick Road Complete and Sustainable Bike and Pedestrian Enhancement Project Public Resources Code (PRC) § 3208.1 establishes well reabandonment responsibility when a previously plugged and abandoned well will be impacted by planned property development or construction activities. Local permitting agencies, property owners, and/or developers should be aware of, and fully understand, that significant and potentially dangerous issues may be associated with development near oil, gas, and geothermal wells.

The California Geologic Energy Management Division (CalGEM) has received and reviewed the above referenced project dated 12/19/2024. To assist local permitting agencies, property owners, and developers in making wise land use decisions regarding potential development near oil, gas, or geothermal wells, the Division provides the following well evaluation.

The project is located in San Luis Obispo County, within the boundaries of the following fields:

N/A
There are approximately one hundred-sixty or more plugged and abandoned oil and gas prospect wells located throughout the Paso Robles Area. These wells, most of which are labeled as “Dry Hole” in

Page 1 ends

Comment Letter D
Exhibit C

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Exhibit C

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Exhibit C

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Exhibit C

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From:

Sent:

To:

Subject:

Dennis Carreiro
Saturday, January 4, 2025 7:31 PM
Planning
Niblick plan
[Some people who received this message don't often get email from https:/ /aka.ms/LearnAboutSenderldentification ]
[EXTERNAL EMAIL]
Comment Letter E
. Learn why this is important at
El The city needs to improve the capacity of the left turn lane from west bound Niblick to southbound River Road. It's been over looked in this overpriced plan and the existing center island has more than enough real estate to make it a 10-12 vehicle capacity.

I spoke to the Assistant City Manager about this at the open house and he can see the need for more capacity.

Dennis Carreiro
1 Exhibit C

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Exhibit C

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Exhibit C

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Drawing
The drawing below represents the request to create a dedicated right-hand turn lane at the east entrance to the school onto Creston Road while maintaining the bike lane.

Exhibit C

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From:

Sent:

To:

Subject:
[EXTERNAL EMAIL]
Hello!
Sara Lopus >
Tuesday, January 7, 2025 11 :38 AM
Planninq; Info; Kris Beal
Public comment: Niblick bike corridor
Comment Letter G
I am so pleased that the city is investing in a safer bike route along Niblick Rd. As a frequent west-side cyclist, I have found it challenging to safely travel between the west and east sides of town, and this project is an excellent first step to support healthy recreation, ease traffic congestion, and promote sustainable transportation.

Gl However, I am concerned about the planned intersection of Niblick and Spring, where the bike lane appears to simply end. This leaves no safe option for cyclists to turn north on Spring St (which lacks a shoulder or bike lane) or to continue west across Spring to Vine St, where the bike lane begins again.

Without a safe way for cyclists to cross Spring St, the Nib lick bike lane will fall short of being a true corridor connecting the east and west sides. Instead, it risks becoming a dead end, forcing cyclists to either turn around or dismount and walk across Spring.

Sara Lopus
1 Exhibit C

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Exhibit C

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Exhibit C

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Council Agenda Report
From: Angelica Fortin, Community Services Director
Subject: Renaming of the New Turtle Creek Park and Oak Creek Park 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: March 18, 2025
Facts

1. On February 20, 2020, City Council approved the Olsen-Chandler Ranch Specific Plan which included the development of a new public park referred to as an extension of Turtle Creek Park. This new section of the park is designed to be primarily passive in nature but will include pickleball courts, restrooms, and a picnic area.

2. The new park is located on Parkview Lane alongside Turtle Creek and will connect to the existing Royal Oak Meadows Park and Turtle Creek Park, in the Sierra Bonita neighborhood, via a pedestrian and bike trail. Because Royal Oak Meadows Park is located between the existing Turtle Creek Park and the new Turtle Creek Park extension, referring to the new park as Turtle Creek Park has caused confusion.

3. The park is expected to be completed in 2025 and renaming the new park now will eliminate confusion and facilitate the acceptance process.

4. At the January 13, 2025 meeting of the Parks and Recreation Advisory Committee (PRAC) meeting, the committee voted to recommend the re-naming of Turtle Creek Park to Creekside Park.

5. In 2025, the Veterans of Foreign Wars of the United States (VFW), will be celebrating its 125th anniversary. In commemoration of this anniversary and in recognition of the longstanding relationship with the City and the numerous Veterans that live within the City, the Paso Robles VFW Post 10965 has requested the re-naming of Oak Creek Park to Veterans Park.

6. Oak Creek Park is a passive park located on the South Side of Creston Road along Cedarwood Drive.

The Senior Center and Veteran’s Memorial Building are both located immediately behind the park with a vista of the park from the back area of the buildings. The VFW Post 10965 is interested in raising funds to develop a public art memorial in celebration of local veterans within the park.

7. At the February 10, 2025 PRAC meeting, the committee voted to recommend the re-naming of Oak Creek Park to Veterans Park.

Options

1. Take no action;

2. Approve resolution 25-XXX(A), renaming the new area of park currently referred to as Turtle Creek Park in the Olsen Chandler Ranch Specific Plan to Creekside Park as Creekside Park and approve resolution 25-XXX(B), renaming Oak Creek Park as Veterans Park and support the VFW Post 10965’s efforts to explore the development of a concept for a Veterans Memorial art installation at the park;

3. Establish a City Council ad-hoc committee to consider the re-naming requests;

4. Provide alternative direction to staff.

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Analysis and Conclusions
In alignment with the City’s Naming of Public Facilities Policy which states that public facilities “shall carry designations befitting their intended function and use, origin and/or location,” it is recommended that the new park be renamed Creekside Park due to its adjacency to the newly rehabbed creek. The creek will be a highlight of the new neighborhood. The trails that connect the park along the creek to the rest of the City will make it a destination for the entire community.

In 2025, the Veterans of Foreign Wars of the United States (VFW), will be celebrating its 125th anniversary.

In commemoration of this anniversary and in recognition of the longstanding relationship with the City and the numerous Veterans that live within the City, the Paso Robles VFW Post 10965 has requested the renaming of Oak Creek Park to Veterans Park. The park is located immediately behind the Veterans Memorial Building with a vista of the park from the back area of the building. Renaming this park is in alignment with the City’s Naming of Public Facilities Policy due to location and the policy’s prioritization of “names which commemorate the culture and history of Paso Robles.” Oak Creek Park is a passive park that includes a walking trail and picnic benches sprinkled throughout.

VFW Post 10965 is interested in raising funds to develop a public art memorial to celebrate local veterans within the park; no such memorial exists within the City. If the VFW Post 10965 is successful in raising funds and developing a concept for a memorial, the concept will be brought forward to the Parks and Recreation Advisory Committee and subsequently to Council for consideration in line with the Paso Robles Arts in Public Places Policy. VFW Post 10965 is aware that the park may be re-developed in the future and will take this into consideration when developing a concept for the memorial.

One area of interest for such a memorial is a vacant circular sandbox immediately behind the Veterans Memorial Building. Due to safety issues, the playground in this sandbox was removed in 2022. With a limited budget and an active playground at the adjacent Sherwood Forest Park approximately 400 ft from the vacant sandbox, there is currently no replacement plan in place.

Current Paso Robles Parks include:
 Barney Schwartz
 Centennial Park
 City Park
 Larry Moore Park
 Lenco Park
 Mandella Park
 Oak Creek Park (recommended for renaming)
 Pioneer Park
 Robbins Field
 Royal Oak Meadows Park
 Sherwood Forest
 Sherwood Park
 Turtle Creek Park
 Uptown Family Park
Fiscal Impact
There are minimal impacts associated with renaming the parks and no fiscal impact related to supporting the VFW Post 10965’s efforts to explore the development of a concept for a Veterans Memorial art installation at the park currently known as Oak Creek Park.

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.

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Recommendation (Option 2)
It is recommended that City Council make the following actions:

1. Approve Resolution 25-XXX(A), renaming the new area of park currently referred to as Turtle Creek Park in the Olsen Chandler Ranch Specific Plan to Creekside Park; and

2. Approve Resolution 25-XXX(B), renaming Oak Creek Park as Veterans Park and support the VFW Post 10965’s efforts to explore the development of a concept for a Veterans Memorial art installation at the park.

Attachments

1. Resolution 25-XXX(A) – Renaming Turtle Creek Park as Creekside Park

2. Resolution 25-XXX(B) – Renaming Oak Creek Park as Veterans Park

3. City of Paso Robles Facility Naming Policy

4. OSCSP Park Concept - Turtle Creek

5. Map of Oak Creek Park

6. Arts in Public Places Policy

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Attachment 1
RESOLUTION 25-XXX(A)

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

RENAMING THE NEW AREA OF PARK CURRENTLY REFERRED TO AS TURTLE CREEK PARK IN THE

OLSEN CHANDLER RANCH SPECIFIC PLAN TO CREEKSIDE PARK
WHEREAS, on February 20, 2020, City Council approved the Olsen-Chandler Ranch Specific Plan which included the development of a new public park referred to as an extension of Turtle Creek Park; and WHEREAS, this new section of park was designed to be primarily passive in nature but will include pickleball courts, restrooms, and a picnic area; and
WHEREAS, the new park is located on Parkview Lane alongside Turtle Creek and will connect to the existing Royal Oak Meadows Park and Turtle Creek Park, in the Sierra Bonita neighborhood, via a pedestrian and bike trail; and
WHEREAS, because Royal Oak Meadows Park is located between the existing Turtle Creek Park and the new Turtle Creek Park extension, referring to the new park as Turtle Creek Park has caused confusion; and;
WHEREAS, at the January 13, 2025 meeting of the Parks and Recreation Advisory Committee (PRAC) meeting, the committee voted to recommend the re-naming of the park to Creekside Park .

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 renames the new area of park currently referred to as Turtle Creek Park in the Olsen Chandler Ranch Specific Plan to Creekside Park.

Section 3. 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.

APPROVED this 18th day of March, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk

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Attachment 2
RESOLUTION 25-XXX(B)

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

RENAMING OAK CREEK PARK AS VETERANS PARK
WHEREAS, in 2025, the Veterans of Foreign Wars of the United States (VFW), will be celebrating its 125th anniversary. In commemoration of this anniversary and in recognition of the longstanding relationship with the City and the numerous Veterans that live within the City, the Paso Robles VFW Post 10965 has requested the re-naming of Oak Creek Park to Veterans Park; and WHEREAS, Oak Creek Park is a passive park located on the South Side of Creston Rd. along Cedarwood Dr. and the Senior Center and Veteran’s Memorial Building are both located immediately behind the park with a vista of the park from the back area of the buildings; and WHEREAS, the VFW Post 10965 is interested in raising funds to develop a public art memorial in celebration of local veterans within the park; and
WHEREAS, at the February 10, 2025 PRAC meeting, the committee voted to recommend the re-naming of the park to Veterans Park.

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 renames Oak Creek Park as Veterans Park.

APPROVED this 18th day of March, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk

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1 NAMING OF PUBLIC FACILITIES
Public facilities are dedicated to the service and enjoyment of all citizens and shall carry designations befitting their intended function and use, origin and/or location. Exceptional circumstances may prompt the City to consider naming a facility in honor of an individual’s generosity and contribution to the community. Any such consideration will be pursuant to the following:

Principles and Priorities.

The election of names for public facilities shall conform to the following principles and priorities:
(a) As a general policy, names which commemorate the culture and history of Paso Robles shall be given first priority.
(b) The name of an individual shall be considered only if such individual has made a particularly meritorious or financial contribution, over a period of several years, to the general public interest or the interests of the City; or has donated to the City a significant percentage of the land, or cost for development, of a facility. Naming shall be done posthumously only after the third anniversary of their passing.
(c) Preference may be given to names of long established local usage, and names that lend dignity to the facility to be named.
(d) Names selected shall be of enduring, honorable fame, not notoriety, and shall be commensurate with the significance of the facility.
(e) Proliferation of names for different parts of the same facility should be avoided, and the same name should not be applied to a similar kind of facility. (f) Names with connotations which by contemporary community standards are derogatory or offensive shall not be considered.
(g) Names must be tasteful and non-controversial. The name should be no more than three words preceding the designation (i.e., Park, Building, Room, Field, Complex, etc.).

Contribution Naming Guidelines
The following are guidelines for which a naming opportunity may be extended:
(a) For all facilities, there shall be a $500,000 contribution or 10% of total cost, whichever is greater, in either cash or property.
(b) Projects not budgeted for and for which other funding is not designated may require a 100% contribution in order to be implemented and a naming opportunity considered.

Change of Name
Once established, a name shall not be changed unless, after investigation by the City, the name is found to be inappropriate.

Attachment 3

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2 Recommendations of Community Organizations or Citizen Groups In the selection of names for City-owned facilities the suggestions, comments, and recommendations of community organizations or citizen groups shall be duly considered; provided that such suggestions, comments, and recommendations meet all the provisions of this policy.

Initiation
Any community organization or citizen group may initiate the naming of a City-owned facility by submitting to the City Manager a request for such action and setting forth the proposed name, a description of the facility, and a statement evidencing that the proposed name meets all the provisions of this policy.

Review of Request - Referral
The City Manager shall review all requests to name a City-owned facility and shall refer the request to the Park & Recreation Advisory Committee, and subsequently to a City Council appointed ad hoc committee for consideration. The Park & Recreation Advisory Committee, and subsequently the Council ad hoc committee, shall consider the necessity or desirability of naming the facility, and the proposed name and any alternatives. The Parks & Recreation Advisory Committee, and subsequently the Council ad hoc committee, shall prepare a recommendation to the full City Council for action, which shall include the name for the facility that is deemed most appropriate in accordance with this policy, and confirming the justification for the selection of the name.

Attachment 3

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DR NOSNAH
Attachment 4

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Oak Creek Park
Attachment 5

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City of Paso Robles

ART IN PUBLIC PLACES POLICY
The purpose of the Art in Public Places(APP) policy is to facilitate the acquisition and display of visual art in City operated public places such as City office buildings and parks. The Policy follows the following definitions and guidelines:

Art Display Definitions
Art for Permanent Display
Art which is donated or commissioned and remains on display for more than one year.

Art for Temporary Display
Art which is loaned, leased, rented, or otherwise obtained and is displayed for up to one year.

Public Art Review Committee (PARC)
x PARC is a quorum of the Paso Robles Parks and Recreation Advisory Committee at a regularly scheduled meeting.
x Proposals for permanent or temporary art display are made to and considered by PARC on a case by case basis.

The Process
x Upon receipt of a complete proposal for placement of art in a public place, PARC creates an agenda item to consider the proposal at the next regularly scheduled Advisory Committee meeting.
x PARC notifies media and potentially interested parties of the agenda item. x PARC reviews proposal at the regularly scheduled public meeting, seeking input and opinion from interested parties.
x PARC’s recommendations for permanent and temporary artwork display are forwarded to the City Council for consideration and final dispensation.

The Criteria for selection
Included, but are not limited to:

Artistic Quality
Appropriateness of design to the function of the site
Durability
Size
Material
Site & Setting
Maintenance Considerations
Location
Attachment 6

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Council Agenda Report
From: Ryan Cornell, Administrative Services Director
Subject: Mid-Year Financial and Budget Report Update and Amendments for Fiscal Year 2024-25 CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

Date: March 18, 2025
Facts

1. In accordance with the Council’s adopted fiscal policies, quarterly, but no less than semi-annually, there will be a comprehensive review of the operations in comparison to the existing budget.

Projections for revenues and expenditures through the end of the fiscal year (FY) will be prepared and reviewed by the City Manager and the Director of Administrative Services with a report and presentation to the City Council.

2. On June 18, 2024, City Council adopted the Operating and Capital Budget for FY’s 2024-25 and 2025-

26. Several assumptions and predictions were used in the budget process; therefore, it is important to revisit assumptions to ensure accuracy and solvency.

3. On March 19, 2024, City Council formally adopted goals for FY 2024-25 and 2025-26. City Council goals provide direction to City staff on the allocation of staff time and fiscal resources; it also communicates to the public and other stakeholders as to the priorities of the community. The goals and priorities have been incorporated into this budget analysis.

4. Although the budget is formally adopted at a point-in-time, it remains an evolving planning document that is amended throughout the year. Amendments are necessary to recognize changes to revenue streams, the regulatory environment, and the broader economic outlook.

5. In 2018, Senate Bill 1090 was signed by Governor Brown that was aimed to ease the impacts of closing the Diablo Canyon nuclear powerplant. To date, the City has received approximately $1.5 million in SB 1090 proceeds, with approximately $225,000 in unappropriated fund reserves.

6. On July 16, 2024, City Council approved the Five-Year Economic Development Strategic Plan (EDSP).

The EDSP provides the City will the roadmap for allocating resources, such as SB 1090 proceeds.

7. California Public Employees Retirement System (CalPERS) requires governing bodies of local agencies that contract with CalPERS for retirement benefits to approve and adopt a publicly available pay schedules in accordance with public meeting laws. The pay schedule must identify each position by title, the individual pay rate amount or range for the position, and the time base upon which the pay amounts are calculated and must be posted at the office of the employer or immediately accessible and available for public review from the employer during normal business hours or posted on the employer’s website (pursuant to California Code of Regulations, Title 2, Section 570.5).

8. The City’s FY 2024-25 list of authorized positions currently includes Development Services Technician, Engineering Technician, and Planning Technician; it also includesthe addition of a Recreation Program

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Coordinator position. It is recommended that the three community development technicians positions be reclassified to a Permit Technician position.

9. The master pay schedule is being updated to reflect the wage placement of these new positions.

Placement was determined based on both the market as well as internal equity and meet and confer with the applicable bargaining unit has been satisfied.

Options

1. Take no action;

2. Receive the financial and budget report, approve the proposed budget amendments and personnel reclassifications, and the master pay schedule;

3. Provide alternative direction to staff.

Analysis and Conclusions
Financial Update
General Fund Revenues
The City’s General Fund original estimated revenues for FY 2024-25 were $55.7 million. With the completion of half the fiscal year completed, overall estimated revenues are still accurate and are projected to be approximately $300,000 above budget estimates, at 56.0 million, or 100.5%. This positive outcome is due to charges for services and licenses and permits (these are primarily the fees that the developers pay for Community Development Department services) which are estimated to be 130% of budget estimates. Property taxes, which are projected to exceed original estimates by approximately $218,000. These increases are offset, in part, with sales and transient occupancy taxes coming in under budget, by approximately $580,000 and $690,000, respectively.

General Fund Revenues
Fiscal Year 2024-25
Budget
Estimate
Updated
Projected
End of Year Variance % Variance
Sales Tax 18,685,500 18,104,375 (581,125) 96.9%
Property Tax 14,915,400 15,133,376 217,976 101.5%
TOT 10,522,000 9,830,821 (691,179) 93.4%
Other Taxes 3,277,500 3,181,283 (96,217) 97.1%
Charges for Services 2,832,000 3,815,501 983,501 134.7% Licenses and Permits 1,300,000 1,582,907 282,907 121.8% Use of Money and Property 2,020,900 2,194,314 173,414 108.6% All Other Revenues 2,166,897 2,174,747 7,850 100.4%
Total 55,720,197 56,017,324 297,127 100.5%
Sales Tax Revenues: The third quarter traditionally is noted for pleasant weather and statewide tourism; however, taxes fell when compared to a year ago. The City’s sales tax receipts from July through September were down 10.5%; excluding reporting aberrations, actual sales were down 7.6%. Automobiles and transportation industry receipts declined 4.8% statewide and marks the seventh consecutive quarter of downturn for the sector. While used automobiles returns and leasing activity have improved, revenues from new car sales struggled due to sustained high interest rates. As such, inventories for many dealers remain elevated, applying downward pressure on prices and growth into 2025.

Fuel generating taxpayers had a rough quarter; a combination of consumption declines and falling fuel prices thrust comparisons down by 13%. Although statewide tourism appears to have improved over 2023, revenue from restaurants experienced only a modest gain of 0.7%, which included a dramatic drop

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from fine dining establishments – consistent with spending trends in other sectors. State mandated minimum wage requirements remained a challenge, with higher menu prices reducing patron visits. These sluggish results solidify 2024 as a down year. Recent reductions to the Fed Funds Rate aren’t considered to help until later in 2025. The City is expecting fiscal year 2024-25 sales taxes to stay relatively flat or decline slightly as sluggish economic conditions leave consumers cautious in their spending patterns, especially for big ticket items and discretionary products. Net of aberrations, taxable sales for all of San Luis Obispo County declined 5.3% over the comparable period; the Central Coast region was down 2.8%.

Property Tax Revenues: Consistent with the previous financial report, property taxes continue to be a stable revenue source as the City realized a 6.3% change in assessed valuation citywide, whereas the County saw a 4.8% change. The largest increase this past year was due to the construction of Arrive Paso which increased by $30.7 million. The second largest increased valuation by $9 million due to the continued construction of the Olsen Ranch/South Chandler Specific Plan. The City can expect to see significant year-over-year property tax growth as residential development continues to grow. As a result, updated property tax revenues are now estimated to be approximately $218,000 more than expected, one of the main reasons for the positive revenue results.

California home sales ended the year with the largest yearly increase since June 2021, but the housing market remained a work in progress toward the end of 2024. December’s citywide median home price was $739,500, slightly below the statewide median price of $861,020. As anticipated, both sales and price activity were up modestly last year as California wrapped up 2024 with a double-digit sales gain over last December. While the housing market is expected to improve further in 2025 there are some hurdles that could present challenges for the market in the upcoming year, namely inflation and the policy changes under the new White House administration.

Transient Occupancy Tax Revenues: Tourism plays a vital role within the City. At the February 18, 2025 City Council meeting, a presentation was given by Beacon Economics to discuss the Tourism Impact Study that was conducted. That study found that in 2023 $450.8 million of direct spending was estimated to be spent by visitors, which added an additional $20.9 million generated tax revenue (which equates to 37% of the General Fund total revenues). Furthermore, without the revenue generated by tourism, each Paso Robles household would need to contribute an additional $1,779 annually in taxes to maintain the current level of city services and infrastructure.

However, Visit SLO CAL engaged Tourism Economics to prepare lodging forecast of key indicators for Paso Robles and other areas throughout San Luis Obispo County. According to their analysis, transient demand throughout the County is flattening, similar to the sales tax revenue trends. This was not anticipated during the beginning of the budget process. Fortunately for the City, hoteliers have been able to maintain an elevated average daily rate, which has resulted in not as much of a decline in TOT revenues as in other areas of the County. That said, with the additional hotel rooms currently being constructed and anticipated to be online sometime in 2025, it is likely to put downward pressure on the daily rates. For the remainder of the fiscal year, the City is anticipating similar trends as in the previous three years, and totaling $9.8 million, approximately $700,000 under budget.

General Fund Expenditures
The City’s General Fund budgeted appropriations for FY 2024-25, including budget amendments approved-to-date, totals $63.6 million. With the completion of half the fiscal year completed, overall City expenditures are trending to be 94% of appropriations, representing budget savings of $4.3 million. It should be noted that for this fiscal year the City had assumed budget savings of $2.3 million, so the net

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result, is a positive $2.0 million. The City’s General Fund budget and expenditure by department is shown below:

General Fund Expenses
Fiscal Year 2024-25 Budget
Updated
Projected
End of Year Variance % Variance
City Manager’s Office 2,643,200 2,674,129 30,929 101.2% Administrative Services 3,098,800 2,862,190 (236,610) 92.4% Police 13,567,800 13,598,587 30,787 100.2%
Fire/Emergency Services 8,712,189 8,247,138 (465,051) 94.7% Public Works 8,826,328 7,454,399 (1,371,929) 84.5%
Community Services 6,428,400 6,173,582 (254,818) 96.0%
Community Development 5,609,800 4,105,297 (1,504,503) 73.2% Transfer to CIP 8,381,705 8,121,905 (259,800) 96.9%
All Other Expense/Transfer 6,354,595 6,079,740 (274,855) 95.7% Total 63,622,817 59,316,967 (4,305,850) 93.2%
The most significant budget savings are largely due to fully budgeted, but vacant positions throughout the city. This makes up about $2.1 million of the overall budget savings shown above. This is also why the Departments of Public Works and Community Development are more under budget than the other departments given the time it takes to recruit. Given the overall positive outlook for City expenditures, staff plans to reallocate budgets from elsewhere to cover the slight over-appropriations in the City Manager’s Office and Police Departments.

Overall, the City’s General Fund reserve balance at the end of the fiscal year is projected to be $17.7 million, representing 34% of revenues. The City had adopted a budget that had anticipated reserves to decrease to $15.4 million, which represents the minimum policy reserve levels of 30%. See Attachment No. 2 for further detail.

Measure E-12 and Measure J-20 Supplemental Sales Taxes
The purpose of Measure E-12 is to fund the City’s street maintenance and repair program. Attachment No. 3 provides an overview of the financial activity of E-12 since the City started collecting the additional tax in FY 2012-13. The City has received $62.2 million since the tax has been in place, with 100% of the funds being spent directly on road rehabilitation.

The City has completed the following 29 projects, totaling $42.9 million, or about $3.9 million on average per year since the inception of Measure E-12, as shown below:

Project Name E-12 SST
Other
Sources
Total Project
Cost
Professional Studies $ 141,249 $ - $ 141,249
21st St Green Update 454,300 - 454,300
13th St Bridge Improvement 300,000 - 300,000
Spring Street (16th to 24
th Street) 1,222,338 - 1,222,338
Country Club/Rolling Hills/S. River
Road/Airport Roads 1,445,112 270,139 1,715,251
Walnut Drive/Jackson Dr/Shannon Hill 802,253 24,470 826,723 12th St (Spring to Fresno) 1,672,856 1,122,389 2,795,245 Union Rd/Kleck/Montebello 285,000 - 285,000
Scott St (Creston to Airport) 1,693,911 25,326 1,719,237 Creston/Golden Hill/Oak Meadows 370,425 - 370,425

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Project Name E-12 SST
Other
Sources
Total Project
Cost
Union Road (Golden Hill/Hwy 46E) 264,772 734,375 999,147 Spring Street (1st to 15th) 4,011,841 53,068 4,064,909
Sherwood/Creston/Linne 2,390,119 - 2,390,119
Vine Street (1st to 36th) 603,617 - 603,617
Various Slurry/Chip Seal 1,893,896 - 1,893,896
13th Street Pedestrian Improvements 183,156 1,147,635 1,330,791 East Side Street Light Rehabilitation 1,089,444 - 1,089,444 Union Road (along BSP) 1,672,764 196,976 1,869,740
Ramada Drive/Vendels Circle 355,385 - 355,385
Spring Street (24th to 36th) 2,779,965 44,360 2,824,325 Park/6th/9th/10th Streets 652,378 786,860 1,439,238
Jardine Road 366,840 - 366,840
Olive/16th/17th/18th/19th/20th Streets 980,000 641,471 1,621,471 Dry Creek Road 4,312,381 193,309 4,505,690
Rambouillet/Nicklaus-area 1,635,000 1,007,851 2,642,851 Melody Dr/Patricia Ln 2,027,513 - 2,027,513
Country Club-area 1,022,000 377,459 1,399,459
Oak Street, 2nd, 3rd, 26th Streets - 582,761 582,761
Appaloosa Drive 500,000 173,962 673,962
Total Completed Projects $ 35,128,515 $ 7,382,411 $ 42,510,926 There are 15 projects currently underway and budgeted in FY 2024-25, two of which have been added since the last quarterly update. The additional road segments were made available from one-time budget savings from the Measure J-20 tax. New road segments include Creston Road Phase 2 and a variety of west side streets such as 16th, 18th, 30th, 32nd, 36th Streets from Vine Street to Spring Street. A summary of the active projects is listed below:

Project Name
Total Project
Budget
Expendedto-DateBudget
Remaining
Encumbered
Contracts
Creston Road Phase 1 $ 12,648,551 $ 4,975,631 $ 7,672,920 $ 7,672,920 24th St Bridge Rehabilitation 4,059,518 1,394,422 2,665,096 711,923 Rolling Hill Estates 1,200,000 1,111,478 88,522 -
17th Street (Spring to Chestnut) 849,706 592,353 257,353 - Riverside (17th to 24th Street) 1,200,000 48,268 1,151,732 61,736 Sherwood/Sierra Bonita/Turtle Creek 7,695,000 125,582 7,569,418 107,894 Sunset/Panorama Neighborhood 2,600,000 28,050 2,571,950 51,688 Elm Ct/Capitol Hill/Palm Ct 600,000 318,053 281,947 50,872 Golden Hill (Rolling Hill to Creston) 3,988,200 106,541 3,881,659 2,344,632 Merry Hill – 15th St – Terrace Hill 640,000 58,602 581,398 20,582 Serenade/Holstein-Bahama/St Andrews 2,583,100 137,346 2,445,754 957,674 Melody Drive (east neighborhood) 3,094,800 45,316 3,049,484 123,660 13th Street/Niblick Bridge Resurface 310,000 2370 307,630 395,630 Creston Road Phase 2 5,000,000 538,869 4,461,131 212,260 16th/18th/30th/32nd/36th Streets 4,045,000 206 4,044,794 54,400 Total Projects in Progress $ 50,513,875 $ 9,483,087 $ 41,030,788 $ 12,765,871 Attachment No. 4 provides an overview of the financial activity of J-20 since its inception. The City has received $47.5 million in supplemental sales tax with $28.6 million actually expended with an additional $20.9 million appropriated for public safety and road maintenance and rehabilitation.

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Police Department: The Police Department has expended approximately $7.9 million of Measure J-20 funds since the tax has been implemented. Of which, $3.2 million has been expended on police equipment, surveillance camera system upgrade, communication/dispatch replacement, automated license plate readers, etc. (roughly 40%), with the remaining $4.7 million on a variety of additional police positions including police officers, sergeants and commanders, deputy police chief, dispatchers, dispatch supervisor, records supervisor, and the Chief’s administrative assistant. Taken together, Measure J-20 has provided funded for an additional 29 positions within the Police Department.

Recruiting for police officer positions has been very successful over the past three months. Even though more recently it has been challenging and slow, the City has had great success in sponsoring cadets through the police academy as well as attracting lateral officers. Measure J-20 funds 20 police officer positions, of which, nine (9) are currently working; five are currently in the academy, or is anticipated to go into the academy, with graduation expected through the first and second quarter of 2025; and one additional lateral officer working their way through the recruitment process including background checks, psych exams, and the like. Taken together, that leaves five positions remaining (assuming all cadets and candidates mentioned above pass the academy and/or other recruiting items), an increase of two since the last quarterly check-in.

Fire and Emergency Services: The Fire and Emergency Services Department has expended $15.5 million in Measure J-20 funds since inception, of which, approximately $5.5 million has been spent on expanding fire and emergency services through the 16 additional positions authorized. The Staffing for Adequate Fire and Emergency Response (SAFER) grant—the grant that assisted the City in initially hiring nine firefighters has ended—so Measure J-20 is fully funding these positions moving forward. And lastly, the Department has expended a little more than $7.0 million towards Fire Station No. 3.

For the upcoming year, the department added one Training Officer position which will be a specialty assignment for a current Fire Captain. And now that Fire Station No. 3 is fully operational, the staff is working on the design and construction of a training tower adjacent to the new fire station.

Street and Road Maintenance: Measure J-20 provides funding for two street maintenance personnel (in addition to the five positions funded with the General Fund)—and with the recent passage of I-24, Measure E-12’s renewal measure, an additional three street maintenance personnel are authorized and anticipated to be onboard within the next three to six months.

Lastly, given the significant increases in construction pricing, Measure J-20 has allowed for already approved projects to be fully funded, even though most projects exceed engineer’s estimates. That being said, the City has appropriated $14 million of Measure J-20 funds toward the City’s Road Maintenance Projects (as discussed earlier in the report). Two additional projects have been added to the Council approved schedule since the last check-in. The first is Creston Road Phase 2. This $5 million project is funded in two parts: the first was a direct allocation from California Senator Lairds office in the amount of $3 million; and the second was an additional Measure J-20 allocation for $2 million. The second road project includes a variety of numbered streets on the west side including 16th, 18th, 30th, 32nd, and 36th Streets from Vine Street to Spring Street. These streets were identified because of the road conditions with no need to repair or rehabilitate the underground utilities. This will ensure that funds are expended timely.

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Open Finance
The City is committed to open and transparent government and strives to consistently meet its community's expectations by providing excellent service in a positive, timely, and transparent manner. In an effort to provide greater financial transparency, the City Council adopted the goal of implementing an online fiscal transparency tool to provide real time revenue and expenditure data to all community stakeholders.

The online fiscal transparency tool (Open Finance) is now available by going to https://www.prcity.com/152/Financial-Reports. The portal allows users to navigate through highly interactive functionality to gain a better understanding of the revenues collected and how those revenues are utilized in providing the best public service to our citizens. The site is updated at the end of each business week and includes prior fiscal years of data for comparative purposes. It includes information on expenditures, revenue sources, vendor payments and payroll records. Staff will provide a brief demonstration of the program during the City Council presentation.

Budget Amendment
In 2018, the City received funds under SB 1090, earmarked due to the impending closure of the Diablo Canyon Power Plant. These funds are legally bound for use in qualified economic development activities.

In July 2024, City Council approved the Economic Development Strategic Plan (EDSP) which includes a list of initiatives for City staff to meet related to economic development objectives over the next five years.

Based on industry best-practices, these initiatives communicate a focused, targeted effort to support local businesses, increase the labor pool, and diversify the local economy. All proposed expenditures outlined in the EDSP utilizing SB 1090 funds are eligible. As such, staff recommends formally appropriating the remaining SB 1090 funds to kickstart various initiatives and action items detailed in the EDSP.

Personnel Changes
The authorized positions within the Community Development Department include Development Services Technician, Planning Technician, and Engineering Technician, all of which are currently vacant. The City is reclassifying these three separate classifications into the standalone classification of Permit Technician.

Each of the Permit Technicians will focus primarily on a particular division, however, they will be cross trained across all divisions. The goal of this reclassification is to improve coordination, scheduling, and customer service within the three divisions within the department. With this reclassification, the prior working titles will be removed from the City’s list of authorized positions and master pay schedule. In addition to Permit Technician, the City is also adding the working title of Recreation Program Coordinator (a position approved by Council for the 24-25 fiscal year) to the master pay schedule. There is no additional cost as a result of these changes.

In 2023, the City entered into a professional services agreement with Baker Tilly US, LLP to conduct a Classification and Compensation Study. A classification and compensation system—which defines the types of jobs in an organization and how much those types of jobs will pay—is the framework organizations set up to make sure job classifications and employees’ compensation is fair, strategic, and competitive within a given market. This project is currently underway and staff anticipates the results to be presented to the City Council later in the year. That being said, staff has received preliminary results and there is a significant pay disparity in the City Clerk position. The City Clerk is a critical position for the organization as it serves as the liaison between the public and City Council, is the custodian of City records, and oversees elections. The market comparison indicates that the average minimum salary for the

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position is $107,800 with a maximum salary of $133,700, whereas our current salary placement is $85,400 and $108,400, respectively, resulting in the position being 23% to 26% behind market. As such, staff recommends a 22% equity adjustment of this position as shown below, with wages similar to that of the Airport Manager, Homeless Services Manager, Economic Development Manager, and Maintenance Superintendent. It should be noted that despite the equity adjustment, the position still falls below market averages. As such, additional adjustment may be recommended when the Class/Comp Study is completed and presented to City Council.

Step Current
Average
Market Recommended
%
Increase
%
Market
1 85,363.72 107,778.02 103,914.98 22% (4%)
2 90,615.46 - 110,342.18 22% -
3 96,179.46 120,730.22 117,126.36 22% (3%)
4 102,085.36 - 124,340.58 22% -
5 108,363.32 133,682.42 132,002.78 22% (1%)
City Council Goals and Strategic Priorities
The 2024-2026 budget reflects the City’s commitment to its new “SMART” goals concept, that is Specific, Measurable, Achievable, Relevant, and Time-Bound. The goals, as outlined throughout the Budget Report, reflect a reformatted structure that streamlines the goals framework and links measurable outcomes.

These new goals include overhauled goals categories, as well as specific action items and initiatives that will drive the workplan of staff over the next two fiscal years. The 2024-2026 budget allocates resources based on these updated set of goals and objectives that the City Council adopted during the spring of 2024. The reformatted goals provide the City Council and public with a more comprehensive understanding of what specifically the City seeks to achieve for the next two years. With more than half of one fiscal year complete, this is an opportunity for staff to provide an update on each one of the City Council goals and priorities. Please see Attachment No. 5 for more information.

Fiscal Impact
Recommended budget amendments, as discussed above, total $225,000 out of the Economic Vitality Fund to fund the components of the Economic Development Strategic Plan.

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 Resolution 25-XXX, amending budget appropriations and the master pay schedule, as presented.

Attachments

1. Resolution 25-XXX – Amending Budget Appropriations and the Master Pay Schedule a. Exhibit A – Master Pay Schedule

2. General Fund Budget Report

3. Measure E-12 Road Maintenance Expenditure Report

4. Measure J-20 Budget Report

5. Status of City Council Goals and Strategic Priorities

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Attachment 1
RESOLUTION 25-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PASO ROBLES AMENDING THE BUDGET AND POSITION CLASSIFICATION FOR FISCAL YEAR 2024-25 AND

MASTER PAY SCHEDULE
WHEREAS, the City Council is required to adopt a comprehensive operating and capital expenditure budget in order to authorize the receipt of revenues and to authorize, guide, and direct the City’s activities; and
WHEREAS, in accordance with the Council’s adopted fiscal policies, there will be a comprehensive review of the operations in comparison to the existing budget, including projections for revenues and expenditures through the end of the fiscal year (FY), will be prepared and presented to the City Council; WHEREAS, on June 18, 2024, City Council adopted the Operating and Capital Budget for FY’s 2024-25 and 2025-26; and
WHEREAS, several assumptions and predictions were used in the budget process, therefore, it is important to revisit assumptions to ensure accuracy and solvency; and WHEREAS, although the budget is formally adopted at a point-in-time, it remains an evolving planning document that is amended throughout the year and amendments are necessary to recognize changes to revenue streams, the regulatory environment, and the broader economic outlook; and WHEREAS, in 2018, Senate Bill 1090 was signed by Governor Brown that was aimed to ease the impacts of closing the Diablo Canyon nuclear powerplant; and
WHEREAS, the City has received approximately $1.5 million in SB 1090 proceeds, with approximately $225,000 in unappropriated fund reserves; and
WHEREAS, on July 16, 2024, City Council approved the Five-Year Economic Development Strategic Plan (EDSP) which provides the City will the roadmap for allocating resources, such as SB 1090 proceeds; and WHEREAS, the City organizes and deploys employee resources in accordance with work demands and categorizes the resulting work assignments in a manner consistent with a job classification system; and WHEREAS, pursuant to California Code of Regulations Title 2, Section 570.5, the City is required to maintain a master pay schedule for all employee classifications covered by a compensation plan in one publicly available document approved by the governing body; and NOW THEREFORE BE IT RESOLVED, by 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 following proposed amendments to the FY 2024-25 Operating and Capital Improvement Budget in the amount of $225,000 from the Economic Vitality Fund (i.e. SB 1090 Fund).

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Attachment 1
Section 3. The City Council hereby approves the classification description of Permit Technician, and the removal of Development Services Technician, Planning Technician, and Engineering Technician.

Section 4. The City Council hereby approves the Master Pay Schedules contained in Exhibit A, attached hereto and incorporated herein by reference, and adopted in accordance with CalPERS requirements (California Code of Regulations, Title 2, Section 570.5).

APPROVED by the City Council of the City of Paso Robles this 4th day of March 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk
Exhibit A – Master Pay Schedule

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City of Paso Robles Wage Schedule
Adopted: March 4, 2025
Effective Date: March 16, 2025
Full-Time Rates
Classification/Job Title Step 1 Step 2 Step 3 Step 4 Step 5 Group Administrative Assistant I Hourly 23.11 24.52 26.03 27.63 29.33 SEIU Maintenance Specialist I Bi-Weekly 1,849.10 1,961.80 2,082.56 2,210.14 2,346.32 Annually 48,076.60 51,006.80 54,146.56 57,463.64 61,004.32 Administrative Assistant II Hourly 26.03 27.63 29.31 31.12 33.03 SEIU Maintenance Specialist II Bi-Weekly 2,082.56 2,210.14 2,345.17 2,489.93 2,642.71 Annually 54,146.56 57,463.64 60,974.42 64,738.18 68,710.46 Maintenance Specialist I (W/WW) Hourly 26.56 28.18 29.91 31.75 33.71 SEIU Bi-Weekly 2,124.61 2,254.22 2,393.08 2,539.80 2,696.43
Annually 55,239.86 58,609.72 62,220.08 66,034.80 70,107.18 Administrative Assistant III Hourly 29.46 31.27 33.19 35.22 37.39 SEIU/MGMT Maintenance Specialist III Bi-Weekly 2,357.18 2,501.96 2,655.31 2,817.24 2,991.18 Technician I Annually 61,286.68 65,050.96 69,038.06 73,248.24 77,770.68 Equipment Mechanic I
Building Inspector I
Technician I (W/WW) Hourly 30.04 31.89 33.85 35.92 38.13 SEIU Laboratory Technician I Bi-Weekly 2,403.54 2,551.18 2,707.95 2,873.30 3,050.13 Wastewater Treatment Plant Operator I Annually 62,492.04 66,330.68 70,406.70 74,705.80 79,303.38 Water Quality Technician I
Water Treatment Operator I
Maintenance Specialist II (W/WW) Hourly 30.51 32.37 34.35 36.48 38.71 SEIU Bi-Weekly 2,440.45 2,589.83 2,748.39 2,918.17 3,097.14
Annually 63,451.70 67,335.58 71,458.14 75,872.42 80,525.64 Permit Technician Hourly 31.75 33.69 35.76 37.95 40.28 SEIU Technician II Bi-Weekly 2,539.74 2,695.35 2,860.72 3,035.80 3,222.36 Community Services Officer Annually 66,033.24 70,079.10 74,378.72 78,930.80 83,781.36 Crime Analyst
Equipment Mechanic II
Police Officer Recruit
Technician II (W/WW) Hourly 33.27 35.31 37.47 39.76 42.20 SEIU Laboratory Technician II Bi-Weekly 2,661.67 2,824.58 2,997.48 3,180.95 3,376.19 Water Treatment Operator II Annually 69,203.42 73,439.08 77,934.48 82,704.70 87,780.94 Wastewater Treatment Plant Operator II
Water Quality Technician II
Maintenance Specialist III (W/WW) Hourly 33.57 35.64 37.83 40.14 42.61 SEIU Bi-Weekly 2,685.83 2,850.91 3,026.18 3,211.07 3,408.75
Annually 69,831.58 74,123.66 78,680.68 83,487.82 88,627.50 Dispatcher Hourly 34.83 36.95 39.21 41.60 44.15 POA
Bi-Weekly 2,786.00 2,956.06 3,136.61 3,328.31 3,531.75
Annually 72,436.00 76,857.56 81,551.86 86,536.06 91,825.50

Page 1 ends

Exhibit A

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City of Paso Robles Wage Schedule
Adopted: March 4, 2025
Effective Date: March 16, 2025
Technician III Hourly 36.65 38.91 41.28 43.83 46.52 SEIU/MGMT Assistant Planner Bi-Weekly 2,932.25 3,112.47 3,302.46 3,506.12 3,721.29 Building Inspector III Annually 76,238.50 80,924.22 85,863.96 91,159.12 96,753.54 Engineering Inspector
Engineering Technician III
Fire Prevention Specialist I
Information Systems Technician III
Supervisor/Professional/Coordinator I
Administrative Services Coordinator
Adult Services Librarian
Aquatics Coordinator
Children's Services Librarian
Civic Engagement Coordinator
Emergency Services Coordinator
Executive Assistant/Deputy City Clerk
Facilities Maintenance Supervisor
Fleet Supervisor
Human Resources Specialist
Landscape Supervisor
Library Volunteer Coordinator
Outreach Services Librarian
Parking Coordinator
Parks and Trails Supervisor
Payroll/Risk Coordinator
Records Supervisor
Recreation Marketing Coordinator
Recreation Program Coordinator
Recreation Volunteer Coordinator
Senior Accountant
Streets Maintenance Supervisor
Technical Services Librarian
Utility Billing Supervisor
Technician III (W/WW) Hourly 37.38 39.67 42.10 44.69 47.44 SEIU Wastewater Treatment Plant Operator III Bi-Weekly 2,990.05 3,173.71 3,368.24 3,575.38 3,795.11 Water Treatment Operator III Annually 77,741.30 82,516.46 87,574.24 92,959.88 98,672.86 Water Distribution Chief Operator
Firefighter* - 56 hour Hourly 27.67 29.39 31.20 33.12 35.16 IAFF Bi-Weekly* 3,099.04 3,291.68 3,494.40 3,709.44 3,937.92 Annually* 80,575.04 85,583.68 90,854.40 96,445.44 102,385.92 Firefighter - 40 hour Hourly 38.74 41.15 43.68 46.37 49.22 IAFF Bi-Weekly 3,099.04 3,291.68 3,494.40 3,709.44 3,937.92
Annually 80,575.04 85,583.68 90,854.40 96,445.44 102,385.92

Page 2 ends

Exhibit A

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City of Paso Robles Wage Schedule
Adopted: March 4, 2025
Effective Date: March 16, 2025
Pretreatment Coordinator Hourly 40.28 42.75 45.38 48.15 51.12 SEIU Technician IV Bi-Weekly 3,222.36 3,420.32 3,630.32 3,852.31 4,089.20 Fire Prevention Specialist II Annually 83,781.36 88,928.32 94,388.32 100,160.06 106,319.20 Information Systems Technician IV
Senior Building Inspector
Senior Engineering Inspector
Senior Water Quality Inspector
Technical Supervisor I (W/WW) Hourly 41.07 43.59 46.27 49.11 52.12 SEIU Wastewater Collections Supervisor Bi-Weekly 3,285.28 3,487.27 3,701.27 3,928.42 4,169.88 Wastewater Laboratory Supervisor Annually 85,417.28 90,669.02 96,233.02 102,138.92 108,416.88 Water Quality Supervisor
Dispatch Supervisor Hourly 41.73 44.28 46.98 49.86 52.91 POA Bi-Weekly 3,338.07 3,542.14 3,758.79 3,988.82 4,232.95
Annually 86,789.82 92,095.64 97,728.54 103,709.32 110,056.70 Professional Manager I Hourly 42.11 44.68 47.43 50.35 53.44 MGMT Associate Development Review Engineer Bi-Weekly 3,369.04 3,574.44 3,794.75 4,027.66 4,275.39 Associate Planner Annually 87,595.04 92,935.44 98,663.50 104,719.16 111,160.14 Development Services Manager
Firefighter/Paramedic* - 56 hour Hourly 31.03 32.95 34.99 37.15 39.44 IAFF Bi-Weekly* 3,475.36 3,690.40 3,918.88 4,160.80 4,417.28 Annually* 90,359.36 95,950.40 101,890.88 108,180.80 114,849.28 Firefighter/Paramedic - 40 hour Hourly 43.44 46.13 48.99 52.01 55.22 IAFF Bi-Weekly 3,475.36 3,690.40 3,918.88 4,160.80 4,417.28
Annually 90,359.36 95,950.40 101,890.88 108,180.80 114,849.28 Fire Engineer* - 56 hour Hourly 31.97 33.96 36.05 38.26 40.62 IAFF Bi-Weekly* 3,580.64 3,803.52 4,037.60 4,285.12 4,549.44 Annually* 93,096.64 98,891.52 104,977.60 111,413.12 118,285.44 Fire Engineer - 40 hour Hourly 44.76 47.54 50.47 53.56 56.87 IAFF Bi-Weekly 3,580.64 3,803.52 4,037.60 4,285.12 4,549.44
Annually 93,096.64 98,891.52 104,977.60 111,413.12 118,285.44 Technical Supervisor II (W/WW) Hourly 45.36 48.15 51.09 54.25 57.58 SEIU Wastewater Chief Plant Operator Bi-Weekly 3,628.60 3,851.75 4,087.49 4,339.85 4,606.46 Water Distribution Supervisor Annually 94,343.60 100,145.50 106,274.74 112,836.10 119,767.96 Water Chief Plant Operator
Police Officer Hourly 46.16 48.96 51.97 55.15 58.53 POA Bi-Weekly 3,692.66 3,916.93 4,157.42 4,411.67 4,682.18
Annually 96,009.16 101,840.18 108,092.92 114,703.42 121,736.68 Management Analyst Hourly 47.79 50.75 53.90 57.24 60.79 MGMT Bi-Weekly 3,822.89 4,059.90 4,311.62 4,578.94 4,862.84
Annually 99,395.14 105,557.40 112,102.12 119,052.44 126,433.84

Page 3 ends

Exhibit A

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City of Paso Robles Wage Schedule
Adopted: March 4, 2025
Effective Date: March 16, 2025
Fire Engineer/Paramedic* - 56 hour Hourly 35.82 38.03 40.38 42.87 45.51 IAFF Bi-Weekly* 4,011.84 4,259.36 4,522.56 4,801.44 5,097.12 Annually* 104,307.84 110,743.36 117,586.56 124,837.44 132,525.12 Fire Engineer/Paramedic - 40 hour Hourly 50.15 53.24 56.53 60.02 63.71 IAFF Bi-Weekly 4,011.84 4,259.36 4,522.56 4,801.44 5,097.12
Annually 104,307.84 110,743.36 117,586.56 124,837.44 132,525.12 Assistant Human Resources Manager Hourly 49.96 53.05 56.31 59.78 63.46 MGMT City Clerk Bi-Weekly 3,996.73 4,243.93 4,504.86 4,782.33 5,077.03 Homeless Services Manager Annually 103,914.98 110,342.18 117,126.36 124,340.58 132,002.78 Professional Manager II
Airport Manager
Assistant Capital Projects Manager
Deputy Building Official
Economic Development Manager
GIS Analyst
Industrial Waste Manager
Maintenance Services Superintendent
Recreation Services Manager
Senior Development Review Engineer
Senior Planner
Solid Waste Manager
Stormwater Manager
Support Services Manager
Water Utility Engineer
Fire Captain* - 56 hour Hourly 38.37 40.73 43.24 45.92 48.74 IAFF Bi-Weekly* 4,297.44 4,561.76 4,842.88 5,143.04 5,458.88 Annually* 111,733.44 118,605.76 125,914.88 133,719.04 141,930.88 Fire Captain - 40 hour Hourly 53.72 57.02 60.54 64.29 68.24 IAFF Bi-Weekly 4,297.44 4,561.76 4,842.88 5,143.04 5,458.88
Annually 111,733.44 118,605.76 125,914.88 133,719.04 141,930.88 Sergeant Hourly 57.53 61.05 64.81 68.79 73.02 POA
Bi-Weekly 4,602.76 4,884.33 5,184.40 5,503.54 5,841.20
Annually 119,671.76 126,992.58 134,794.40 143,092.04 151,871.20 Fire Captain/Paramedic* - 56 hour Hourly 43.24 45.92 48.74 51.76 54.95 IAFF Bi-Weekly* 4,842.88 5,143.04 5,458.88 5,797.12 6,154.40 Annually* 125,914.88 133,719.04 141,930.88 150,725.12 160,014.40 Fire Captain/Paramedic - 40 hour Hourly 60.54 64.29 68.24 72.46 76.93 IAFF Bi-Weekly 4,842.88 5,143.04 5,458.88 5,797.12 6,154.40
Annually 125,914.88 133,719.04 141,930.88 150,725.12 160,014.40

Page 4 ends

Exhibit A

Page 1718 of 1735 ends

City of Paso Robles Wage Schedule
Adopted: March 4, 2025
Effective Date: March 16, 2025
Professional Manager III Hourly 63.77 67.71 71.88 76.30 81.00 MGMT Capital Projects Engineer Bi-Weekly 5,101.62 5,416.95 5,750.53 6,104.13 6,480.05 Chief Building Official Annually 132,642.12 140,840.70 149,513.78 158,707.38 168,481.30 City Engineer
City Librarian
City Planner
Finance Manager
Human Resources/Risk Manager
Information Technology Manager
Public Works Operations Manager
Recycled Water Manager
Utilities Planning and Engineering Manager
Wastewater Manager
Water Resources Manager
Operations Battalion Chief* - 56 hour Hourly 50.26 53.35 56.65 60.14 63.84 MGMT Bi-Weekly* 5,629.12 5,975.20 6,344.80 6,735.68 7,150.08 Annually* 146,357.12 155,355.20 164,964.80 175,127.68 185,902.08 Battalion Chief/Fire Marshal Hourly 70.37 74.70 79.31 84.19 89.38 MGMT Operations Battalion Chief - 40 hour Bi-Weekly 5,629.36 5,976.30 6,344.46 6,734.98 7,150.28 Annually 146,363.36 155,383.80 164,955.96 175,109.48 185,907.28 Deputy Community Development Director/City Engineer Hourly 72.38 76.85 81.59 86.60 91.94 MGMT Bi-Weekly 5,790.34 6,148.23 6,526.85 6,928.19 7,354.86
Annually 150,548.84 159,853.98 169,698.10 180,132.94 191,226.36 Police Commander Hourly 75.29 79.93 84.85 90.07 95.62 MGMT Bi-Weekly 6,023.40 6,394.52 6,788.01 7,205.66 7,649.81
Annually 156,608.40 166,257.52 176,488.26 187,347.16 198,895.06 Deputy Fire Chief Hourly 78.83 83.71 88.90 94.40 100.24 MGMT Bi-Weekly 6,306.74 6,697.12 7,111.71 7,552.00 8,019.58
Annually 163,975.24 174,125.12 184,904.46 196,352.00 208,509.08 Executive Manager Hourly 79.78 84.71 89.92 95.46 101.34 MGMT Administrative Services Director Bi-Weekly 6,382.21 6,776.44 7,193.55 7,636.98 8,107.33 Assistant City Manager Annually 165,937.46 176,187.44 187,032.30 198,561.48 210,790.58 Community Development Director
Community Services Director
Public Works Director
Utilities Director
Safety Executive Manager Hourly 88.03 93.47 99.22 105.34 111.82 MGMT Fire Chief Bi-Weekly 7,042.50 7,477.21 7,937.85 8,427.37 8,945.75 Police Chief Annually 183,105.00 194,407.46 206,384.10 219,111.62 232,589.50 City Manager 256,915.10 256,915.10 Contract
*Annual and bi-weekly totals are based on the average number of hours worked over a 3 year period

Page 5 ends

Exhibit A

Page 1719 of 1735 ends

City of Paso Robles Wage Schedule
Adopted: March 4, 2025
Effective Date: March 16, 2025
Part-Time Hourly Rates
Classification/Job Title Step 1 Step 2 Step 3 Step 4 Group Staff Aide 17.36 17.93 18.51 19.09 Part-Time
Clerical/Customer Service Aide
Maintenance Aide
Recreation Aide
Aquatics Office Assistant 17.93 18.51 19.09 19.66 Part-Time Staff Assistant I 19.09 19.66 20.25 20.83 Part-Time
Library Staff Assistant I
Recreation Staff Assistant I
Entry-Level Labor/Maintenance
Lifeguard/Swim Instructor 18.51 19.66 20.83 21.98 Part-Time Staff Assistant II 21.69 22.27 22.85 23.42 Part-Time
Journey-Level Labor/Maintenance
Library Staff Assistant II
Police Records Cadet
Recreation Staff Assistant II
Staff Assistant III 24.59 25.16 25.74 26.32 Part-Time
Advanced-Level Labor/Maintenance
Assistant Police Dispatcher
Community Services Officer
Engineering Intern
Library Staff Assistant III
Planning Intern
Recreation Staff Assistant III
Water Conservation Assistant
Assistant Pool Manager 23.72 24.87 26.03 27.19 Part-Time Staff Assistant IV 28.63 29.50 30.36 31.24 Part-Time
Level II Police Officer
Library Coordinator
Pool Manager
Recreation Coordinator
Volunteer
Title
Reserve Police Officer Uncompensated Volunteer

Page 6 ends

Exhibit A

Page 1720 of 1735 ends

CITY OF EL PASO DE ROBLES

QUARTERLY FINANCIAL REPORT
Fund Overview - General Fund
For the Fiscal Year Ending June 30, 2025
Q2
Actual
As of 12/31

REVENUES
Taxes
Sales Tax $ 18,685,500 $ 6,341,492 $ 18,104,375 $ (581,125) 96.9% Property Tax 14,915,400 3,246,594 15,133,376 217,976 101.5% Transient Occupancy Tax 10,522,000 4,318,740 9,830,821 (691,179) 93.4% Other Taxes 3,277,500 1,368,102 3,181,283 (96,217) 97.1% Total Taxes 47,400,400 15,274,928 46,249,855 (1,150,545) 97.6% Charges for Current Services 2,832,000 2,151,465 3,815,501 983,501 134.7% Licenses and Permits 1,300,000 551,964 1,582,907 282,907 121.8% Use of Money and Property 2,020,900 817,315 2,194,314 173,414 108.6% Fines and Forfeitures 146,600 73,386 195,647 49,047 133.5% Revenues from Other Gov't Agencies 990,797 354,591 990,797 - 100.0% Other Revenues 78,000 33,671 36,803 (41,197) 47.2%
Interfund Transfers 951,500 422,750 951,500 - 100.0%
Total Revenues 55,720,197 19,680,070 56,017,324 297,127 100.5%

EXPENDITURES
City Council/City Manager's Office
PePersonnel Services 1,519,100 662,868 1,539,116 20,016 101.3% Operating Expenses 1,124,100 230,662 1,135,013 10,913 101.0% Total City Manager's Office 2,643,200 893,530 2,674,129 30,929 101.2% Administrative Services
Personnel Services 1,798,600 685,518 1,639,366 (159,234) 91.1% Operating Expenses 1,270,200 610,993 1,192,824 (77,376) 93.9% Capital Outlay 30,000 - 30,000 - 100.0%
Total Administrative Services 3,098,800 1,296,511 2,862,190 (236,610) 92.4% Police
Personnel Services 11,677,080 4,990,594 11,622,874 (54,206) 99.5% Operating Expenses 1,890,720 791,343 1,962,843 72,123 103.8% Capital Outlay - - 12,870 12,870 -
Total Police 13,567,800 5,781,937 13,598,587 30,787 100.2% Emergency Services
Personnel Services 7,315,500 3,351,500 7,034,707 (280,793) 96.2% Operating Expenses 1,028,294 201,961 844,036 (184,258) 82.1% Capital Outlay 368,395 234,372 368,395 - 100.0%
Total Emergency Services 8,712,189 3,787,833 8,247,138 (465,051) 94.7% Current Budget
Projected End
of Year Variance
% Received/
Expended
Attachment 2

Page 1721 of 1735 ends

CITY OF EL PASO DE ROBLES

QUARTERLY FINANCIAL REPORT
Fund Overview - General Fund
For the Fiscal Year Ending June 30, 2025
Q2 - Continued
Actual
As of 12/31
Public Works
Personnel Services 3,811,800 1,408,225 3,397,646 (414,154) 89.1% Operating Expenses 4,403,278 1,734,866 3,445,535 (957,743) 78.2% Debt Service 205,500 102,734 205,468 (32) 100.0%
Capital Outlay 405,750 45,519 405,750 - 100.0%
Total Public Works 8,826,328 3,291,344 7,454,399 (1,371,929) 84.5% Community Services
Personnel Services 4,158,900 1,707,705 3,903,746 (255,154) 93.9% Operating Expenses 2,167,700 1,110,770 2,168,036 336 100.0% Capital Outlay 101,800 42,989 101,800 - 100.0%
Total Community Services 6,428,400 2,861,464 6,173,582 (254,818) 96.0% Community Development
Personnel Services 4,037,800 1,228,324 3,086,806 (950,994) 76.4% Operating Expenses 1,452,000 445,519 898,491 (553,509) 61.9% Capital Outlay 120,000 24,934 120,000 - 100.0%
Total Community Development 5,609,800 1,698,777 4,105,297 (1,504,503) 73.2% All Other Non-Departmental Activity & Transfers
Capital Projects Fund Transfers 8,381,705 8,121,905 8,121,905 (259,800) 96.9% Internal Service Fund Transfers 5,352,295 3,655,972 5,077,440 (274,855) 94.9% Facility Replacement Transfer 750,000 - 750,000 - 100.0% City-wide contingency 252,300 - 252,300 - 100.0%
Total Interfund Transfers 14,736,300 11,777,877 14,201,645 (534,655) 96.4% Total expenditures 63,622,817 31,389,273 59,316,967 (4,305,850) 93.2% (7,902,620) (11,709,203) (3,337,604) 3,986,666
Actual Reserves, July 1, 2024 20,981,946 20,981,946
Estimated Reserves, June 30, 2025 13,079,326 17,644,342 Deficiency of revenues under
expenditures
Current Budget
Projected End
of Year Variance
% Received/
Expended
Attachment 2

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CITY OF PASO ROBLES

ROAD MAINTENANCE AND REHABILITATION PROGRAM
Financial Activity
Inception-to-Date
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Budget Actual-to-Date Remaining % Used 2025-26 Total Measure E-12 Sales Tax Revenue 578,836 4,475,073 4,642,539 4,526,680 4,596,531 5,022,128 5,122,785 4,861,231 5,790,874 6,926,178 6,694,444 6,765,568 5,046,000 2,184,459 2,861,541 43.3% - 65,048,867 Completed Projects
Misc Professional Studies 140,163 303 783 - - - - - - - - - - - - - - 141,249 C0028 - 21st St Green Update - 454,300 - - - - - - - - - - - - - - - 454,300 X0008 - 13th St Bridge Improvement - - 300,000 - - - - - - - - - - - - - - 300,000 C0045 - Spring St (16th to 24th) - 691 1,165,044 56,603 - - - - - - - - - - 1,222,338 C0046 - Country Club/Rolling Hills/South Rive - 297,396 1,417,280 575 - - - - - - - - - - - - - 1,715,251 Transfer from General Fund - (270,139) - - - - - - - - - - - - - - - (270,139) Net Project C0046 - 27,257 1,417,280 575 - - - - - - - - - - - - - 1,445,112 C0050 - Walnut/Jackson/Shannon Hill - 8,360 6,239 812,124 - - - - - - - - - - - - - 826,723 State Grant to Project C0050 - - - (24,470) - - - - - - - - - - - - - (24,470) Net Project C0050 - 8,360 6,239 787,654 - - - - - - - - - - - - - 802,253 C0053 - 12th St (Spring to Fresno) - 107,232 189,928 2,364,625 122,701 7,022 3,737 - - - - - - - - - - 2,795,245 State Grant to Project C0053 - - - (1,042,600) (16,583) (62,974) - - - - - - - - - - - (1,122,157) Misc Revenue to Project C0053 - - - (232) - - - - - - - - - - - - - (232) Net Project C0053 - 107,232 189,928 1,321,793 106,118 (55,952) 3,737 - - - - - - - - - - 1,672,856 C0054 - Union Rd/Kleck/Montebello - 285,000 - - - - - - - - - - - - - - - 285,000 C0055 - Scott St Creston/Airport - 45,574 63,200 1,600,873 9,590 - - - - - - - - - - - - 1,719,237 State Grant to Project C0055 - - - (24,920) (350) - - - - - - - - - - - - (25,270) Misc Revenue to Project C0055 - - - (56) - - - - - - - - - - - - - (56) Net Project C0055 - 45,574 63,200 1,575,897 9,240 - - - - - - - - - - - - 1,693,911 C0056 - Creston/Golden Hill/Oak Meadows - 73,246 4,492 13,722 278,965 - - - - - - - - - - - - 370,425 C0057 - Union Rd (Golden Hill/Hwy 46) - 35,741 1,619 62,866 898,921 - - - - - - - - - - - - 999,147 State Grant to Project C0057 - - - (14,900) (3,690) - - - - - - - - - - - - (18,590) Federal Grant to Project C0057 - - - - (715,785) - - - - - - - - - - - - (715,785) Net Project C0057 - 35,741 1,619 47,966 179,446 - - - - - - - - - - - - 264,772 C0058 - Spring St (1st to 15th) - 36,912 27,813 283,809 3,406,102 298,589 11,684 - - - - - - - - - - 4,064,909 State Grant to Project C0058 - - - - - (53,009) - - - - - - - - - - - (53,009) Misc Revenue to Project C0058 - - - - (59) - - - - - - - - (59) Net Project C0058 - 36,912 27,813 283,809 3,406,043 245,580 11,684 - - - - - - - - - - 4,011,841 C0060 - Sherwood/Creston/Linne - 41,802 755 4,805 89,273 523,495 1,729,989 - - - - - - - - - - 2,390,119 C0062 - Vine St (1st to 36th) - 76,435 13,550 - 49,514 96,871 367,247 - - - - - - - - - - 603,617 C0085 - Annual Slurry Seal/Chip Seal - - - - 393,396 720,439 425,825 354,236 - - - - - - - - - 1,893,896 C0105 - 13th Street Pedestrian Imp. - - - - 28,566 71,869 863,447 366,909 - - - - - - - - - 1,330,791 State Grant to Project C0105 - - - - - (22,818) (223,864) (373,753) - - - - - - - - - (620,435) Transfer from Gas Tax Fund - - - - - - (250,000) - - - - - - - - - - (250,000) Transfer from SB 1 Fund - - - - - - (277,200) - - - - - - - - - - (277,200) Net Project C0105 - - - - 28,566 49,051 112,383 (6,844) - - - - - - - - - 183,156 C0106 - East Side Light Rehabilitation - - - - 28,739 943,307 117,398 - - - - - - - - - - 1,089,444 C0119 - Union Road along BSP - - - - - 11,779 157,409 1,340,159 360,393 - - - - - - - - 1,869,740 Misc Revenue to Project C0119 - - - - - - (150,000) - (46,976) - - - - - - - - (196,976) Net Project C0119 - - - - - 11,779 7,409 1,340,159 313,417 - - - - - - - - 1,672,764 C0139 - Ramada Drive/Vendels Circle Rd - - - - - - 355,385 - - - - - - - - - - 355,385 C0061 - Spring St (24th to 36th) - - - - 24 9,389 20,385 530,851 2,257,974 5,702 - - - - - - - 2,824,325 State Grant to Project C0061 - - - - - - - - - (44,360) - - - - - - - (44,360) Net Project C0061 - - - - 24 9,389 20,385 530,851 2,257,974 (38,658) - - - - - - - 2,779,965 C0143 - West Side Road Repairs - - - - - - 47,125 52,632 1,274,617 64,864 - - - - - - - 1,439,238 State Grant to Project C0143 - - - - - - - - (37,000) (1,360) - - - - - - - (38,360) Transfer from Gas Tax Fund - - - - - - - - (118,500) - - - - - - - - (118,500) Transfer from SB 1 Fund - - - - - - - - (630,000) - - - - - - - - (630,000) Net Project C0143 - - - - - - 47,125 52,632 489,117 63,504 - - - - - - - 652,378 C0159 - Jardine Road Pavement Repairs - - - - - - - - - 366,840 - - - - - - - 366,840 C0163 - Olive/16th-20th Street Repairs - - - - - - - - 119,249 1,486,722 15,500 - - - - - - 1,621,471 Transfer from Measure J-20 Fund - - - - - - - - - (625,971) (15,500) - - - - - - (641,471) Net Project C0163 - - - - - - - - 119,249 860,751 - - - - - - - 980,000 C0110 - Dry Creek Road Improvements - - - - - 102,494 134,414 230,387 2,940,745 1,042,725 54,925 - - - - - - 4,505,690 Misc Revenue to Project C0110 - - - - - - - - (140,169) (53,140) - - - - - - - (193,309) Net Project C0110 - - - - - 102,494 134,414 230,387 2,800,576 989,585 54,925 - - - - - - 4,312,381 Actual 2024-25
1 Attachment 3

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CITY OF PASO ROBLES

ROAD MAINTENANCE AND REHABILITATION PROGRAM
Financial Activity
Inception-to-Date
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Budget Actual-to-Date Remaining % Used 2025-26 Total Actual 2024-25
C0162 - Rambouillet/Nicklaus Area - - - - - - - - 134,353 2,508,489 9 - - - - - - 2,642,851 Transfer from SB 1 Fund - - - - - - - - - (500,000) - - - - - - - (500,000) Transfer from Measure J-20 Fund - - - - - - - - - (507,842) (9) - - - - - - (507,851) Net Project C0162 - - - - - - - - 134,353 1,500,647 - - - - - - - 1,635,000 C0176 - Appaloosa Dr - - - - - - - - - 21,313 652,649 - - - - - - 673,962 Transfer from Measure J-20 Fund - - - - - - - - - - (173,962) - - - - - - (173,962) Net Project C0176 - - - - - - - - - 21,313 478,687 - - - - - - 500,000 C0177 - Melody Dr/Patricia Ln - - - - - - - - - 67,321 1,960,192 - - - - - - 2,027,513 C0197 - Country Club Area - - - - - - - - - 86,710 1,312,749 - - - - - - 1,399,459 Transfer from Measure J-20 Fund - - - - - - - - - - (377,459) - - - - - - (377,459) Net Project C0197 - - - - - - - - - 86,710 935,290 - - - - - - 1,022,000 C0216 - West Side Slurry/Chip Seal - - - - - - - - - - 39,418 543,343 - - - - - 582,761 Transfer from Measure J-20 Fund - - - - - - - - - - (39,418) (543,343) - - - - - (582,761) Net Project West Side Slurry/Chip Seal - - - - - - - - - - - - - - - - - - Total Completed Projects 140,163 1,192,853 3,190,703 4,092,824 4,569,324 2,646,453 3,332,981 2,501,421 6,114,686 3,918,013 3,429,094 - - - - - - 35,128,515 Projects in Progress
C0059 - Creston Rd - 211,494 17,798 35,099 88,133 872,865 455,250 107,894 38,367 46,403 337,674 1,828,356 8,609,218 936,298 7,672,920 10.9% - 12,648,551 State Grant to Project C0059 - - - - (75,510) (91,103) (18,388) - - - - (405,922) (378,578) - (378,578) 0.0% - (969,501) Transfer from Gas Tax Fund - - - - - - - - - - - - (500,000) - (500,000) 0.0% - (500,000) Transfer from SB 1 Fund - - - - - - - - - - - - (610,700) - (610,700) 0.0% - (610,700) Transfer from Measure J-20 Fund - - - - - - - - - - - - (1,262,300) - (1,262,300) 0.0% - (1,262,300) Net Project C0059 - 211,494 17,798 35,099 12,623 781,762 436,862 107,894 38,367 46,403 337,674 1,422,434 5,857,640 936,298 4,921,342 16.0% - 9,306,050 C0084 - 24th St Bridge Rehabilitation - - - 31 128,728 186,869 120,050 206,322 83,198 140,945 420,542 89,481 2,683,352 18,256 2,665,096 0.7% - 4,059,518 Federal Grant to Project C0084 - - - - (107,279) (106,199) (125,377) (99,229) (187,078) (95,368) (219,357) (46,766) (1,617,061) (95,477) (1,521,584) 5.9% - (2,603,714) Transfer from General Fund - - - - - - - - - - (125,773) - (800,000) - (800,000) 0.0% - (925,773) Transfer from TIF Fund - - - - - - - - - - - - (220,000) - (220,000) 0.0% - (220,000) Net Project C0084 - - - 31 21,449 80,670 (5,327) 107,093 (103,880) 45,577 75,412 42,715 46,291 (77,221) 123,512 -166.8% - 310,031 C0178 - Rolling Hill Estates - - - - - - - - - 24,365 12,195 1,074,918 88,522 - 88,522 0.0% - 1,200,000 Transfer from Measure J-20 Fund - - - - - - - - - - - (61,478) (88,522) - (88,522) 0.0% - (150,000) Net Project C0178 - - - - - - - - - 24,365 12,195 1,013,440 - - - n/a - 1,050,000 C0205 - 17th Street (Chestnut to Spring) - - - - - - - - - - 10,300 - 839,406 582,053 257,353 69.3% - 849,706 Transfer from Measure J-20 Fund - - - - - - - - - - (10,300) - (839,406) (582,053) (257,353) 69.3% - (849,706) Net Project 17th Street - - - - - - - - - - - - - - - n/a - - C0208 - Riverside - 17th to 24th - - - - - - - - - - 46,444 1,400 1,152,156 424 1,151,732 0.0% - 1,200,000 C0209 - Sherwood/Sierra Bonita/Turtle Creek - - - - - - - - - - 103,246 22,173 7,569,581 163 7,569,418 0.0% - 7,695,000 Transfer from Measure J-20 Fund - - - - - - - - - - - - (2,565,000) - (2,565,000) 0.0% - (2,565,000) Net Project Sherwood/Sierra Bonita/Turtle - - - - - - - - - - 103,246 22,173 5,004,581 163 5,004,418 0.0% - 5,130,000 C0215 - Sunset/Panorama Street - - - - - - - - - - 17,681 3,255 2,579,064 7,114 2,571,950 0.3% - 2,600,000 Transfer from Measure J-20 Fund - - - - - - - - - - (17,681) (3,255) (2,579,064) (7,114) (2,571,950) 0.3% - (2,600,000) Net Project 17th Street - - - - - - - - - - - - - - - n/a - - C0223 - Elm Court, Capitol Hill, Palm Court - - - - - - - - - - - 38,077 561,923 279,976 281,947 49.8% - 600,000 Transfer from Measure J-20 Fund - - - - - - - - - - - - (150,000) - (150,000) 0.0% - (150,000) Net Project Elm Ct, Capital Hill, Palm Ct - - - - - - - - - - - 38,077 411,923 279,976 131,947 68.0% - 450,000 C0224 - Golden Hill - Rolling Hills to Creston R - - - - - - - - - - - 75,130 3,913,070 31,411 3,881,659 0.8% - 3,988,200 Transfer from SB 1 Fund - - - - - - - - - - - - (1,018,900) - (1,018,900) 0.0% - (1,018,900) Transfer from Measure J-20 Fund - - - - - - - - - - - - (250,000) - (250,000) 0.0% - (250,000) Net Project Golden Hill - - - - - - - - - - - 75,130 2,644,170 31,411 2,612,759 1.2% - 2,719,300 C0225 - Merry Hill - 15th Street - Terrace Hill - - - - - - - - - - - 26,439 913,561 32,163 881,398 3.5% - 940,000 Transfer from Measure J-20 Fund - - - - - - - - - - - - (150,000) - (150,000) 0.0% - (150,000) Net Project Merry Hill - - - - - - - - - - - 26,439 763,561 32,163 731,398 4.2% - 790,000 C0226 - Serenade/Holstein-Bahama/St Andre - - - - - - - - - - - 72,128 2,510,972 65,218 2,445,754 2.6% - 2,583,100 Transfer from SB 1 Fund - - - - - - - - - - - - (1,526,200) - (1,526,200) 0.0% - (1,526,200) Net Project Serenade - - - - - - - - - - - 72,128 984,772 65,218 919,554 6.6% - 1,056,900 C0234 - Melody Drive - - - - - - - - - - - - 3,094,800 45,316 3,049,484 - - 3,094,800 C0137 - 13th St/Niblick Bridge Deck Resurface - - - - - - - - - - - - 310,000 2,370 307,630 0.8% 3,000,000 3,310,000 State Grant to Project C0137 - - - - - - - - - - - - (240,000) - (240,000) 0.0% (2,000,000) (2,240,000) Net Project C0137 - - - - - - - - - - - - 70,000 2,370 67,630 3.4% 1,000,000 1,070,000 C0231 - Creston Rd Phase 2 - - - - - - - - - - - 320,085 4,679,915 218,784 4,461,131 4.7% - 5,000,000 2 Attachment 3

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CITY OF PASO ROBLES

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CITY OF PASO ROBLES
MEASURE J-20 SUPPLEMENTAL SALES TAX
Financial Activity
Inception-to-Date
2020-21 2021-22 2022-23 2023-24 Budget YTD-Actual
Budget
Remaining % Used
Measure J-20 Supplemental Sales Tax1 3,080,064 13,142,001 13,327,879 13,509,741 13,375,500 4,390,578 8,984,922 32.8% Investment Income/(Loss) 7,246 (250,162) 68,260 731,173 80,000 (106,066) 186,066 -132.6% Other Miscellaneous Revenue - - - 4,096 16,500 - 16,500 0.0% Total Revenues 3,087,310 12,891,839 13,396,139 14,245,010 13,472,000 4,284,512 9,187,488 31.8% Police Department
Public Safety 911 Equipment 1,216,570 - 131,374 - - - - n/a Automated License Plate Reader System 100,455 - - - - - - n/a Police Officers - 159,619 642,495 1,156,781 3,992,600 950,145 3,042,455 23.8% Sergeants - - - 181,832 362,200 - 362,200 0.0%
Commander - - - 162,514 317,100 166,640 150,460 52.6%
Deputy Police Chief - - - - - - - n/a
Dispatchers - - 37,339 180,806 145,900 125,444 20,456 86.0% Dispatch Supervisor 57,507 174,639 175,501 60,572 169,700 - 169,700 0.0% Records Supervisor - - - 90,290 118,600 59,807 58,793 50.4% Administrative Assistant2 - 23,625 77,655 111,032 126,800 64,466 62,334 50.8% Lateral Hiring Incentive - - - 30,000 270,000 10,000 260,000 3.7% Vehicle & Personnel Protective Equipment - 62,404 507,101 542,717 177,000 78,841 98,159 44.5% PSC Camera System Upgrade - - 190,656 85,930 - - - n/a
Police Substation/Evidence Storage Design - 143,972 122,048 - 2,324,980 - 2,324,980 0.0% Standards of Coverage Study - - - - 150,000 - 150,000 0.0% Marketing Recruitment Firm - - - - 70,000 - 70,000 0.0% Operating Expenses - - - - 25,000 4,550 20,450 18.2%
Total Police Department 1,374,532 564,258 1,884,169 2,602,474 8,249,880 1,459,893 6,789,987 17.7% Fire and Emergency Services
Firefighters 95,096 598,356 1,601,606 1,957,257 2,114,000 1,206,192 907,808 57.1% Administrative Captain - 71,712 242,347 257,170 263,800 214,893 48,907 81.5% Administrative Captain - Training Officer - - - - 215,200 80,679 134,521 37.5% Deputy Fire Chief - - 125,417 307,772 311,400 177,068 134,332 56.9% Fire Prevention Specialist - - - 135,637 164,000 82,802 81,198 50.5% Federal SAFER Grant (95,138) (355,890) (247,308) (394,030) - - - n/a Federal COVID Grant (1,022) (2,874) - - - - - n/a
Vehicle & Personnel Protective Equipment 7,074 43,018 160,500 2,058,636 109,000 21,255 87,745 19.5% Fire Station No. 3 - 1,741,151 4,484,428 517,833 206,587 375,055 (168,468) 181.5% Training Tower - - - 12,722 2,987,278 8,635 2,978,643 0.3% Ambulance and Medical Transport Services - - - - 50,000 - 50,000 0.0% Operating Expenses - - - - 82,000 - 82,000 0.0%
Total Fire and Emergency Services 6,010 2,095,473 6,366,990 4,852,997 6,503,265 2,166,579 4,336,686 33.3% Street and Road Maintenance
Streets Maintenance Personnel 13,487 153,121 118,752 143,003 416,100 90,399 325,701 21.7% Operating Expenses - 70 - - - - - n/a
Various Traffic Sign/Striping Improvements - - 441,032 35,256 1,355,285 1,231,573 123,712 90.9% Transfer to Measure E-12 Street Program - 1,133,813 634,329 608,076 13,929,292 584,594 13,344,698 4.2% Total Street and Road Maintenance 13,487 1,287,004 1,194,113 786,335 15,700,677 1,906,566 13,794,111 12.1% Total Net Measure J-20 Expenditures 1,394,029 3,946,735 9,445,273 8,241,806 30,453,822 5,533,038 24,920,784 18.2% Measure J-20 Fund Balance 1,693,281 10,638,384 14,589,251 20,592,455 3,610,633 19,343,929 15,733,296 Notes to the schedule above:
1 - The City receives it's sales tax allocation two months after the end of the period. 2 - In FY 2022-23, the records clerk position was reclassified to the chief's administrative assistant position.

Actual 2024-25
1 Attachment 4

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Goal Area: Transportation and Infrastructure
Goal Statement: The City provides key infrastructure that supports quality of life, public safety, and economic development Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Complete Previously Approved Street Maintenance Plan Projects Funded by Measure E‐12 Which Expires in March 2025 Public Works, Utilities FY 25 & 26 Ongoing PCI Index at next PCI Study Interval Eleven E‐12 projects remain to be
completed: four under contract; threein design; three not started due to utility company conflicting work; one
delayed to FY 2025‐26.

Improve traffic circulation and facilitate development of Gateway project by completing the design and funding plan for Vine Street Road Realignment and Bridge Construction
Public Works, Administrative Services,
City Manager's Office, Community
Development
FY 24‐25 100 percent design plans approved and funding agreements signed PW: Bridge to be bid out imminently;
AS: Financing package anticipated for
CC approval in April/May; Cost
sharing agreement underdevelopment
Submit Trade Corridor Enhancement Program Cycle 4 Grant Application to fund right of way and construction costs for the State Route 46/Union Road Overcrossing Project
City Manager's Office, Public Works,
Community Development, CalTrans,
SLOCOG
FY 24‐25 Submittal of application Application submitted Nov. 2024.

Guide the orderly and timely development of the airport to meet current and future facility needs by completing the Airport Master Plan Update. Public Works FY 25‐26 FAA Approval and CC Adoption; RFP issued Work is progressing with continuing
required surveys. The first Planning
Advisory Committee meeting is
scheduled for March.

Complete Annexation of City‐owned property at Landfill and Solicit proposals for the development of a Regional Renewable Energy Park focused on the reduction of greenhouse gas emissions and the destruction of PFAS “forever chemicals” Utilities FY 25 & 26 Ongoing Recordation of annexation; issuance of RFP CEQA consultant finalizing draft MND. Will be submitted to LAFCO Q2 2025 Reduce cost to taxpayers and improve safety within the City by Completing the street light master plan study to: 1) Identify lighting deficiency areas 2) Determine feasibility of City ownership of street lights 3) Identify optimal fixture types Public Works FY 25‐26
Study is received by City Council, first
phase of improvements funded and
ownership change initiated
Street light audit complete.

Acquistion process document
submitted by consultant and next
steps being evaluated.

Reduce instances of vandalism and to ensure the public can conduct business in a safe and productive environment by implementing safety and security measures at City facilities
Public Works FY 25 & 26 Ongoing # of safety elements implemented by June 30, 2026 Safety elements included in City Hall
remodel design including electronickeying, safe rooms and various access barriers. New lights installed at City
Hall/Library entrance to improve
security.

Extend the useful life and/or replace City facilities and equipment by conducting a facility inventory and implementing an asset management system to complete a comprehensive facilities master plan
Public Works FY 24‐25
Add Business Analyst position;
Cartegraph fully implemented and
integrated into daily operations
Management Analyst recruitment in
progress. Cartegraph currently in test
environment with staff training and
using the system.

Encourage creativity, collaboration and connection among City staff and the public by resolving space needs and creating welcoming, functional workspaces at City Hall/Library, Centennial Park and the Corporation Yard
Public Works, City Manager's Office FY 25 & 26 Ongoing Space study contracts awarded City Hall design in progress. Corporation Yard in final design. 1 Attachment
5

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Goal Area: Transportation and Infrastructure
Goal Statement: The City provides key infrastructure that supports quality of life, public safety, and economic development Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Reduce traffic congestion by evaluating and optimizing traffic signal operations City‐ wide with focus on Creston, Niblick, 13th and 24th Streets Public Works FY 25‐26 Optimized traffic signal system in
place on Creston, Niblick, 13th and
24th
RFP for Traffic Signal Master Plan
issued and consultant selected for
contract negotiation.

Enhance resident and visitor experience by constructing beautification projects at City gateways to with a focus on 1st and Spring, 36th and Spring, 24th and Spring, Wing Way, Airport and the Train Station
Public Works, Economic Development FY 24‐25 Landscape designs approved; construction contracts awarded Only Airport work funded. RFP for
architectural services issues.

Interviews scheduled for Feb. 2025.

New door wraps at Train Station
installed.

Protect City infrastructure and undertake storm event mitigation work by revising and upgrading the Storm Water Drainage Master Plan and addressing risks on South and North River Road
Public Works FY 25 & 26 Ongoing Master plan updated
Underway. Council approved Rick
Engineering on 1/15/2025 to update
the Storm Drain Master Plan.

Improve City service capacity and responsiveness by constructing a new Corporation Yard to include Utilities Department offices and Landscape Maintenance, Facilities Maintenance and Fleet Maintenance shops
Public Works FY 25 & 26 Ongoing
Planning Commission approval, City
Council approval, Design Completion,
Break Ground
Planning Commission approval
received. Final design in progress.

Mitigate safety concerns and encourage community recreational use on the Salinas Riverwalk Trail by designing and installing new trail lighting in partnership with the REC Foundation
Public Works, Community Services FY 25‐26 Install new lighting Not yet started.

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

Public Works, Community Services,
Community Development FY 25 & 26 Ongoing 30% concept plan completed No action ‐ not funded in current budget Increase pedestrian safety and visibility by implementing the 13th & Railroad Street Pedestrian Crossing Enhancement with Railroad Street Streetscape elements.

Public Works, Community
Development FY 25‐26 PSE complete No action ‐ not funded in current budget 2 Attachment
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Goal Area: Public Safety Services
Goal Statement: The City provides responsive, high quality police, fire, and emergency services to ensure the safety and well‐being of all residents and visitors Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Ensure public safety, protect the environment, enforce illegal conduct, and better manage quality of life issues associated with individuals actively ignoring public health and safety in public spaces by updating the City Municipal Code to align local regulations with judicial, state and federal rulings.

Police, Fire, City Manager's Office, City
Attorney's Office FY 25 & 26 Ongoing Approval of Second Reading of applicable ordinances Adopted new ordinance that madeamendments to the Paso Robles Municipal Code Chapter 7.50
Regarding Camping on Public Property
and Protection of Waterways in
response to Grants Pass Supreme
Court Decision
Respond to all emergencies in 4‐minutes or less, 90% of the time by implementing a paramedic squad to enhance distribution of Advanced Life Support services Fire Department FY 25‐26 Achieve city council goal of responding
to all emergencies in 4 minutes or less,
90% of the time. Seek SAFER grant
funding opportunities
Achieving response time goal 54.44%
of the time. Simultaneous calls and
travel distances continue to impactsresponse times. 90th percentile response time is currently 6:07.

Recruitment for reimplementation of
paramedic squad scheduled for July 1.

Reduce ambulance response times by 10% and leverage federal reimbursements to provide equitable prehospital emergency medical services by working collaboratively with SLO County, 7‐Cities, and districts.

Fire Department FY 25 & 26 Ongoing Complete System Valuation Update and legal opinion early FY 25. Complete. RFP for ambulance services issued 2‐6‐2025.

Seek to meet the State of California training requirements, address evolving changes in use of force, defensive tactics, fire, rescue, emergency medical response, and strengthen ISO rating by completing the Public Safety Training Center by 2026.

Fire Department, Police Department FY 24‐25
Complete training tower and road
improvements FY 25. Complete
training classroom FY 26.

Ground breaking ceremony and
grading tentatively scheduled March 8,
applying for permits for the training
prop in February 2025, and designplans for the building are 50% complete.

Strengthen overall community preparedness, awareness, and resilience and conduct two EOC training drills for city staff to increase EOC position proficiency within the next two years and update emergency response plans.

Fire Department FY 24‐25
Present Emergency Operations Plan to
Disaster Council/City Council FY 25.

Update all EOC annexes to be
completed end of FY 26.

EOP complete and adopted by CC. 8 of
10 functional annexes complete. EOC
Management Training Complete.

Ensure life safety and enhance firefighting capabilities by conducting and recording inspections of all public and private fire and life safety systems as required by CCR Title 19 and the California Fire Code by June 30th, 2026.

Fire Department FY 25 & 26 Ongoing
Monitor Compliance Engine and Water
department data to ensure systems aremeeting CCR T‐19 standards.

Ongoing. Water department inspecting
1900 fire hydrants throughout the City.

Increase overall proficiency and consistency of department personnel by implementing targeted emergency response training and education programs, resulting in 100% compliance of training mandates and local and state reporting requirements within the next two years.

Fire Department FY 24‐25
Fund/Hire Training Officer inaccordance with 10‐yr. StaffingAnalysis and Complete Public Safety Training Facility.

Training officer hired and currently
instructing a 6‐week FF recruit
academy.

Elevate recruitment efforts to attract and retain highly qualified sworn police candidates by retaining a marketing firm to reach prospective new recruits and laterals Police Department FY 25 & 26 Ongoing Hire 17 police officers by end of FY 2025‐26 Hired a marketing firm and completed a video. Hired 19 officers in 2024, many are still in training. 3 Attachment
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Goal Area: Public Safety Services
Goal Statement: The City provides responsive, high quality police, fire, and emergency services to ensure the safety and well‐being of all residents and visitors Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Effectively respond to emergencies and mitigate risks across the community by conducting a comprehensive Community Risk Assessment and Standards of Cover Study to determine appropriate allocation of resources, personnel, equipment, and funding.

Police Department, Fire Department FY 24‐25 City Council Receipt of Plan CRA contract was approved by CC on
02/04/25. Report shall be completedby August 2025.
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Goal Area: Cultural, Recreational, and Open Spaces
Goal Statement: The City provides engaging, enriching, and inspiring quality of life experiences for residents and visitors Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Continue to implement the City Council‐approved Library Strategic Plan by establishing bookmobile service and strengthening services for teens.A. Increase access to library resources and remove barriers to service by establishing bookmobile service throughout the community in FY 24‐25 Community Services FY 24‐25 Acquire book mobile and establish monthly stops.

Library Foundation donated book
mobile to the City in November 2024.

The Foundation is working with a
third party contractor to fully outfit
the unit to include shelving, power,
wheelchair lift and wrap. We expect
the unit to be complete and returnedfor service starting in June of 2025.

B. Strengthen services and opportunities for teens through volunteerism, collection development and programming by developing a Teen Services Librarian position in FY 25‐26
Community Services FY 25‐26
Add Teen Services Librarian position
and establish monthly programs at
the teen center.

Due to funding constraints, this
position will be pursued in FY 26‐27.

Continue to implement the City Council‐approved Recreation Services Strategic Plan by augmenting teen services at Centennial Park, re‐establishing mobile recreation services, supporting and providing culturally diverse events, and expanding volunteer opportunities.A. Add a Recreation Program Coordinator position in FY 24‐25 to expand Teen Center services and access to recreational activities throughout the community through a mobile recreation program.

Community Services FY 24‐25 Add Recreation Services Program Coordinator position. Program Coordinator recruitment scheduled to launch March 2025.

B. Support and provide culturally diverse events by partnering with community non‐profit groups and other City departments in FY 25‐26 by adding a part‐time StaffAssistant IV to work with community partners to host and support events Community Services FY 25‐26 Add a part‐time Staff Assistant IV to assist with program support Due to funding constraints, this position will be pursued in FY 26‐27.

C. Expand Recreation Services volunteer opportunities in alignment with the Recreation Services Strategic Plan in FY 24‐26 by developing a year‐round programand establishing volunteer agreements with Cal Poly and Cuesta College.

Community Services FY 25 & 26 Ongoing
1) Secure and train 4 volunteers 2)
Execute volunteer agreement with CalPoly and Cuesta College 1) 3 adult and 3 teen volunteers have
been onboarded.

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

Community Services, City Manager's
Office, Community Development,Public Works, and AdministrativeServices FY 24‐25 Working Group recommendations presented to City Council In progress. City will hold publicoutreach meetings to gain additionalinput prior to returning to the City Council with recommendations.
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Goal Area: Homelessness Response
Goal Statement: The City seeks to address homelessness by implementing the City Council approved Homelessness Strategic PlanInitiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Initiate implementation of the City Council‐approved Strategic Plan to AddressHomelessness by hiring a City Homeless Services Manager in FY 24‐25 Community Services, AdministrativeServices FY 24‐25 Add Homeless Services Manager position to budget Recruitment underway; Conditional offer pending A. Conduct a financial needs assessment to determine funding needs and potential funding options needed to complete plan objectives and develop a budget thatsupports priorities of the plan.

Community Services, AdministrativeServices FY 24‐25 Completed report which includes plan prioritization and estimated costs. Pending Homeless Services Manger position being filled.

B. Implement a communication plan to share the Paso Robles Strategic Plan to AddressHomelessness with the community Community Services FY 24‐25 Launch re‐designed Homeless Services
webpage on prcity.com / Initiate
quarterly City Council reporting.

Pending Homeless Services Mangerposition being filled.

C. Work with the County and North County neighboring jurisdictions to establish North County Homelessness Collaborative Community Services FY 25‐26 Establish quarterly meeting schedule.

D. In collaboration with the County and other service providers, increase capacity for low barrier mental health services, detox, and substance abuse services Community Services FY 25 & 26 Ongoing Establish baseline by completing inventory report. In discussion with County on concepts to increase services within the County.

E. Develop partnerships with key stakeholders to identify and fill current gaps in housing continuum
Community Services, CommunityDevelopment FY 25 & 26 Ongoing Establish targets by completing
inventory report to include emergency,transitional, acutely low, extremely low, very low, and affordable housing.

HCOC working on MFR acceleratorprogram
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Goal Area: Community and Economic Development
Goal Statement: Paso Robles provides a pro‐business economic ecosystem that seeks diversification, growth, and innovation.

Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Facilitate development of multiple parcels and create a redundant localtransportation route by advancing the Mill Road Annexation Strategy Community Development , City
Manager's Office, Administrative
Services
FY 25 & 26 Ongoing Financing plan, property owner MOU's, EIR contract Staff is coordinating with Hunter
Ranch Resort and the Ravine
expansion to create a partnership toinstall water and sewer mains toaccomodate resort lodging development of the corridor.

Meet 2028 Regional Housing Needs Allocation cycle targets, increase housing supplyand affordability by engaging owners of vacant or underutilized properties to educate and assist in facilitating the entitlement of multi‐family housing Community Development FY 25 & 26 Ongoing Entitle 100 rental units per year HCOC working on MFR accelerator program Conduct Tourism Impact Study to better understand the fiscal benefits and servicedemand impacts on the community City Manager's Office/Economic
Development FY 24‐25 Completion of study Study completed and presented to the City Council on 2/18/25.

Continue Spaceport Licensing Process including evaluating Spaceport License Project Management vendors
City Manager's Office/Economic
Development FY 25 & 26 Ongoing Present findings to City Council Submitted 10 planning and
management documents to FAA on
November 7, 2024; Evaluating firmsto conduct Launch Site LocationReview and EnvironmentalAssessment; Master PlanningUpdate/Spaceport Chapter inprogress. Findings to be presented toCity Council 4Q 2025 Implement City Council approved North County Broadband Strategic Plan to increase internet service provider options and service levels to all residents and businesses, including the airport area by completing a City‐wide middle mile broadband conceptual plan
Economic Development,Administrative Services/IT, PublicWorks, Utilities FY 24‐25 Receipt and approval of the plan by City Council Middle mile analysis underway in tandem with the EDA Fiber Project.

Increase affordable housing units by partnering with the Paso Robles HousingAuthority and/or the Housing Authority of San Luis Obispo to identify at least three new locations for potential affordable housing projects and pursue funding to purchase property and/or renovate or construct the units Community Development, CityManager's Office FY 25 & 26 Ongoing Present a summary report to the City
Council that identifies threeprospective sites for affordablehousing, including a funding plan.

HCOC working on MFR acceleratorprogram; Coordinating with PRHA onseveral prospective locations.

Findings to be presented to Council inFY 2025‐26.
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Goal Area: Engaged and Responsive Government
Goal Statement: Paso Robles is a customer‐centric organization that seeks to efficiently and effectively utilizes finite taxpayer resources to maximize positive impact on the community Initiative Department Timeline Metrics/Deliverables FY 2024‐25 Goals Status Update Fund the City's General Fund reserve at policy levels of 30 percent of general fund revenues to mitigate the City from unforeseen fiscal circumstances, economic downturns, and to provide an initial buffer against service impacts City Manager's Office, Administrative
Services FY 25 & 26 Ongoing Reserve funded status as of June 30, 2026 On track. Current estimates ~32% by 6.30.26 Engage and empower residents by holding two resident academies to immerse members of the community into city operations, services and projects City Manager's Office FY 25 & 26 Ongoing Number of academy "graduates" 11 graduates. Held first residentacademy in summer/fall 2024. Second resident academy is scheduled to begin
in March 2025.

Develop organizational vision, mission, values statements to clearly communicate core beliefs of the organization that guide operational decisions, customer‐centric service, and fiscal stewardship
City Council, City Manager's Office FY 24‐25 Adoption of Mission, Vision and Values by City Council This item is pending initiation.

Undertake collaborative opportunities to advance key projects of the City through engagement with regional, state and federal representatives by updating City's Legislative Platform and issuing a RFP for legislative advocacy resources City Manager's Office FY 25 & 26 Ongoing # of engagements and specific outcomes by June 30, 2026.

RFP was issued in October 2024; City
Council approved new two year
legislative advocacy agreement with
Townsend Public Affairs on 1/15/2025;
Legislative Platform is being updated
and will be to City Council in March
2025 for review
Complete and Implement Classification and Compensation Study:

A. Finalize study Administrative Services FY 24‐25 CC Receive and File Study to be completed end of Q1 2025.

B. Adopt Compensation Philosophy All Departments FY 25 & 26 Ongoing CC Receive and File Pending Class/Comp Study C. Priority Implementation Policy All Departments FY 24‐25 Budget Update 25‐26 Pending Class/Comp Study D. Labor Negotiations Administrative Services FY 25 & 26 Ongoing CC‐approved MOU (current agreements expire 12/31/25) This item is pending initiation later in 2025.

Improve employee recruitment, retention, and recognition by implementing a range of resources, tools, policies, and programs.

A. Develop a Hiring Incentive Policy including the establishment of a list of guidelines and parameters management can implement when a key position becomes vacant, such as, but not limited to, pausing all other recruitments, hiring a recruiting firm, offering hiring incentives, retention incentives, moving allowances, etc. as well when it is appropriate to over hire (e.g., Airport Manager shadowing).

Administrative Services FY 24‐25 CC Receive and File City Council approved the Hiring Incentive Program on 10/1/2024.

B. Expand Employee Development Opportunities:

1. Update the City's Education Reimbursement Policy to review allowances/limits, paid time while at school, and/or eligible courses. Administrative Services FY 25‐26 CC‐approved Policy To begin in FY 25‐26

2. Contract with the Centre of Organizational Effectiveness (or like agency) to provide Bi‐ Annual professional development such as 365 Evaluations, Strengths‐Finder, DISC assessments, etc.

Administrative Services, City Manager's
Office FY 25‐26 Sessions held To begin in FY 25‐26
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3. Review the City's organizational structure with the emphasis of providing supportaround key positions. All Departments FY 25 & 26 Ongoing To begin in FY 25‐26 Recognize high performing individuals and teams by establishing a formal, Citywide employee recognition program City Manager's Office FY 25 & 26 Ongoing Implement program and hold employee recognition events Launched Program on 1/13/2025; HeldHoliday Employee Appreciation Lunch; Launched Instant Recognition Platform(four submitted as of 1/27); Years of service recognition added to monthly
oath of office ceremony
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Paso Robles City CouncilMarch 18, 2025

Paso Robles City Council
March 18, 2025