Agenda packet — Paso Robles City Council, December 2, 2025 (part 2 of 9)

Attachment 1
City of Paso Robles 7 Adopted 2/2/21 – 2025 REVISION – Revised 12/2/25 All meetings of the Committee shall be conducted in Paso Robles, at a location accessible to the public. (either in person or virtually, depending on any in-person meeting restrictions resulting from a pandemic or other event). All persons shall be permitted to attend except as otherwise provided by law.

Section 5: Posting Agendas/Notices
The Secretary shall post an agenda for each regular Committee meeting or a notice for each special Committee meeting containing the time and location of the meeting together with a brief description of each item of business to be transacted or discussed at the meeting . Agendas/notices shall be posted outdoors at the Paso Robles City Library at least 72 hours in advance of each regular meeting and at least 24 hours in advance of each special meeting. The Secretary shall maintain a record of such posting.

Section 6: Right of Public to Appear and Speak
At every regular meeting, members of the public shall have an opportunity to address the Committee on any matter within the Committee’s subject matter jurisdiction. Public input and comment on matters on the agenda, as well as public input and comment on matters not otherwise on the agenda, shall be made during the time set aside for public comment; provided, however, that the Chairperson may direct that public input and comment on matters on the agenda be heard when the matter regularly comes up on the agenda. The Chairperson may limit the total amount of time allocated for public discussion on issues and/or the time allocated to each individual speaker.

At every special meeting, members of the public shall have an opportunity to address the Committee only on a matter to be addressed at the meeting.

Section 7: Non-Agenda Items
Matters brought before the Committee at a regular meeting that had not been placed on the agenda of the meeting shall not be acted upon by the Committee at that meeting unless action on such matters is permissible pursuant to the Ralph M. Brown Act (Gov. Code §54950 et seq.). Those non-agenda items brought before the Committee that the Committee determines will require Committee consideration and action and where Committee action at that meeting is not so authorized shall be placed on the agenda for a future meeting once a City staff report concerning the matter is prepared.

Section 8: Quorum
The powers of the Committee shall be vested in the members thereof in office. FiveSix of the nine11 members then in office shall constitute a quorum for the purpose of conducting the Committee’s business, exercising its powers, and for all other purposes, but less than that number may adjourn the meeting until a quorum is obtained. An affirmative vote by a majority of the members of the Committee present at a regular or special meeting of the Committee at which a quorum is present shall be required for approval of any question brought before the Committee.

Section 9: Absences
Members shall notify the Secretary or Chairperson in advance of a meeting if they will not be able to attend. I a member shall be absent from more than two consecutive50% of the regular meetings within a rolling 12 month12-month period, whether regular or special, such absence shall result in the termination of the membership of the absenting member. In the event that the absenting member is an affiliate of a Standing Community Organization, the Community Organization must nominate a new affiliate to be approved by City Council.

Section 10: Method and Order of Business

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Attachment 1
City of Paso Robles 8 Adopted 2/2/21 – 2025 REVISION – Revised 12/2/25 All business and matters before the Committee shall be transacted in conformance with the City Council’s established practice.

Section 11: Action Minutes
Minutes of the Committee shall be prepared in writing by the Secretary. The draft minutes of the Committee documenting the Committee’s actions shall be forwarded to the City Council following each meeting, andmeeting and shall then be scheduled for approval by the Committee. The approved minutes of each meeting shall be made available on the City’s website and filed in the official book of minutes of the Committee.

Section 12: Reports and Recommendations to City Council Reports or recommendations of the Committee to the City Council shall be prepared in writing by the Secretary following every regular meeting and presented to the City Council during a public meeting once the Secretary or designee has prepared a report identifying key facts, options, analysis of the options, fiscal impact, and recommendations, and the report has been reviewed by the City Manager.

Reports may also be prepared following a special meeting, at the request of the Committee.

The Chair, or the Chair’s designee, at the direction of a majority of the Committee at a meeting at which a quorum is present, may also make verbal reports to the City Council on any issue within the Committee’s purview.

Section 13: Reports to the Community
The Committee, assisted by staff, shall also make report to the community each time it reports to the Council. These reports shall be designed to communicate the latest accounting for each of the ballot measures, presenting the funds generated and expended, and summarizing the use of those funds. In addition, the reports shall seek to elicit questions or feedback from the broadest feasible cross section of the community. To these ends, a variety of media may be used, including, as appropriate, newsletters, social media, utility bill stuffers, the City’s website, etc.

ARTICLE IV - REPRESENTATION BEFORE PUBLIC BODIES OTHER THAN THE CITY COUNCIL The Chairperson or designee may make official representations on behalf of the Committee before public bodies other than the City Council at the direction of the Committee and with the affirmative vote of a majority of the City Council.

Nothing in this article shall limit the ability of members of the Committee to speak before the City Council or any other public body as an individual, provided the member states he or she is not representing or speaking on behalf of the Committee.

ARTICLE V – SUB-COMMITTEES
The Committee may establish any standing and/or special sub-committees it deems necessary consistent with, and to fulfill, its stated purpose as established in Article I, Section 2 of these Bylaws.

ARTICLE VI – AMENDMENTS
These Bylaws may be amended upon an affirmative vote by a majority of the City Council.

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Attachment 2
City of Paso Robles 1 Adopted 2/2/2021 – Proposed Revision 12/02/25

PASO ROBLES SUPPLEMENTAL SALES TAX OVERSIGHT COMMITTEE
BYLAWS

ARTICLE I - THE COMMITTEE
Section 1: Name of Committee
The name of the Committee shall be the Paso Robles “Supplemental Sales Tax Oversight Committee” (hereinafter referred to as the “Committee”).

Section 2: Purpose
The Committee shall provide a forum for citizens to review and report to both the City Council of the City of Paso Robles (“City Council”) and the community as a whole on matters relating to Supplemental Sales Tax revenues and expenditures resulting from both Measure I-24, approved by voters in 2024, and Measure J-20, approved by the voters in 2020.

The Committee serves two primary functions: oversight and advisory. Oversight is the top priority, ensuring that voter-approved supplemental sales tax revenues are spent in alignment with community priorities established by the City Council. At each regular meeting, the Committee shall review the financial reports summarizing funds collected and expended. The Committee will assess whether the funds were used appropriately and report its findings to the Council and the public. The goal is for City expenditures in the designated priority areas to meet or exceed the revenues generated by these measures.

The Committee may also provide advice to staff and the Council. For example, if it receives public input indicating that community priorities are changing, that a certain program or project is not achieving the desired effect, or that the Council’s priorities are not understood by the public, the Committee may communicate that input directly to the Liaisons at the meetings (see Section 10, Liaisons, below). The Committee may also, if it chooses, request a report to Council, as described in Article III, Section 12, below.

The Committee shall be and remain active as long as funds from approved supplemental sales tax measures are being collected and until fully expended.

To accomplish its purpose:
a. The Committee may consult with and report to staff and the City Council on those matters dealing with the expenditures or revenues derived from any supplemental sales tax measures. It shall report directly to the City Council at least annually and whenever otherwise necessary or appropriate.
b. The Committee shall also conduct two-way communication directly with the public. It shall seek and receive public input at its meetings and through other means deemed necessary, such as through formal and informal surveys. It shall share its findings with the public at least annually through appropriate means such as media releases, regular reports posted on the City’s website, and/or on social media.

Section 3: Membership
Committee members are appointed by and serve at the pleasure of the City Council.

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Attachment 2
City of Paso Robles 2 Adopted 2/2/2021 – Proposed Revision 12/02/25 a. Total Membership—Total membership of the Committee shall be nine members, as defined in paragraph (b) below, six of whom shall be at-large appointees, and three of whom shall be appointees by each of the standing community organization members. b. Membership Categories and Qualifications
To be eligible for membership on the Committee, a person must be either an:
(1) At-Large Appointee: To qualify under this category, the person must be selected by a majority vote of the City Council. Of the six at-large appointees, at least four must be residents of the City at the time of appointment. Up to two at-large appointees may be non-residents, provided they have a business or other demonstrated interest within the City; or an
(2) Appointee by Standing Community Organization Member: To qualify under this category, the person must be nominated by one of the community organizations listed below and selected by a majority vote of the City Council. The three standing Community Organization Members will have rights to membership through the term of the sales tax measures unless an organization is dissolved or rights are revoked by an amendment to the bylaws, as approved by City Council.

The three Standing Community Organization Members include:
 The Downtown Paso Robles Main Street Association
 Paso Robles and Templeton Chamber of Commerce
 Travel Paso
Community Organization Member Affiliates are responsible for reporting back to their respective organizations on all information they receive through their service on the committee. An affiliate of a Standing Community Organization Member is not required to be either staff or a member of the organization. There can be only one affiliate from a given Standing Community Organization Member on the committee at any one time, as appointed by City Council. Should a Standing Community Organization Member need to change their affiliate, a nomination and committee application must be submitted, and the affiliate must be appointed by City Council. If a local Community Organization Member does not nominate an affiliate, then the Council may appoint an additional atlarge member(s), while still retaining a total membership of nine, or consider revoking the standing membership position of that community organization and appoint an alternate community organization.
c. Open Membership. Criteria and selection for membership shall not discriminate based upon sex, race, religion, creed, color, age, marital status, national or ethnic origin, or any other classification protected by law.
d. City and District Residency. The Council shall ensure, to the extent possible, that at least a majority of the Committee members are residents of the City.
e. Term of Appointment for At-Large Members. An At-Large Member’s regular term of appointment shall be three (3) years, beginning on April 1.

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Attachment 2
City of Paso Robles 3 Adopted 2/2/2021 – Proposed Revision 12/02/25 No person shall be eligible for appointment for more than two consecutive terms, exclusive of prior appointment to fill an unexpired term of office. Persons who have served two full consecutive terms may be reappointed following a one-term absence. f. Term of Appointment for Standing Community Organization Members. The three standing Community Organization Members will have rights to membership through the term of the supplemental sales tax measures unless an organization is dissolved or rights are revoked by an amendment to the bylaws, as approved by City Council. There are no term limits for affiliates of a Standing Community Organization Member, however when a new affiliate is nominated by one of the organizations, the affiliate must be appointed by City Council. h. Membership on only One Committee. Appointees shall serve on only one Council Advisory Body/Commission at a time.
i. Member Code of Ethics. Committee members shall adhere to the City Council’s Code of Ethics (Appendix A). In addition, Committee members are to act for the long-term benefit of the community as a whole, not for personal benefit or the benefit of an organization or group they may belong to or that nominated them.

Section 4: Conflict of Interest
Committee members shall refrain from using their position to unduly influence the deliberations or decisions of the City Council or other City commission, board, or committee.

Section 5: Termination of Membership
Membership in the Committee shall terminate if:
a. The member shall not be, or shall no longer be, a member of that membership category from and for which he or she was elected or appointed;
b. The member shall have acted in violation of Section 9 of Article III of these Bylaws; c. The member shall have served two consecutive full terms; or d. The member shall have acted in violation of the adopted Code of Ethics (Appendix A) or for similar cause.

Section 6: Removal of Members
A member may be removed by an affirmative vote of a majority of the City Council, if, after a hearing, it is found and determined that any one of the grounds for termination specified in Section 5 of Article I exists.

Section 7: Resignation
Any Committee member may resign at any time by giving written notice to the Secretary, who shall forward such notice to the Chairperson, Vice Chairperson, Committee and the City Council. Any such resignation will take effect upon receipt or upon a date specified therein. The acceptance of such resignation shall not be necessary to make it effective.

Section 8: Filling of Vacancies

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Attachment 2
City of Paso Robles 4 Adopted 2/2/2021 – Proposed Revision 12/02/25 In the event of a vacancy on the Committee, the City Council shall select an individual to fill such vacancy as soon as reasonably practicable. New members shall meet the qualifications set forth in Section 3 (b) of Article I.

Section 9: Remuneration
Members shall serve without pay except for reimbursement for travel expenses to meetings outside of the City, if any.

Section 10: Liaisons
In addition to the nine Committee members, one member and one alternate member of the City Council (appointed by the Mayor and confirmed by the Council), as well as the Fire Chief, Police Chief, and Public Works Director, or their designees, shall be non-voting Liaisons. The purpose of the four Liaisons shall be to facilitate the work of the Committee, by serving as a two-way conduit of information between the Committee and their respective City organizations.

ARTICLE II – OFFICERS
Section 1: Officers
The officers of the Committee shall consist of a Chairperson and a Vice Chairperson, who shall be elected in the manner set forth in Section 5 of this Article II.

Section 2: Chairperson
The Chairperson shall preside at all meetings of the Committee, and may submit such agenda, recommendations, and information at such meetings as are reasonable and proper for the conduct of the business affairs and policies of the Committee. The Chairperson may sign documents necessary to carry out the business of the Committee.

Section 3: Vice-Chairperson
The Vice Chairperson shall perform the duties of the Chairperson in the absence or incapacity of the Chairperson. In the event of the death, resignation, or removal of the Chairperson, the Vice Chairperson shall assume the Chairperson’s duties until such time as the Committee shall elect a new Chairperson.

Section 4: Secretary
The Administrative Services Director or designee shall be the Secretary. The Secretary shall be responsible for noticing meetings, creating the agenda, and keeping the minutes and other official records.

Section 5: Additional Duties
The officers of the Committee shall perform such other duties and functions as may from time to time be required by the Committee, these Bylaws, or other rules and regulations, or which duties and functions are incidental to the office held by such officers.

Section 5: Election
The Chairperson and Vice Chairperson shall initially be elected from among the members of the Committee at the Committee’s first regular meeting. Thereafter, the Chairperson and Vice Chairperson shall be elected annually from among the members of the Committee. Officers of the Committee shall hold office until their successors are elected and in office. Any such officer shall not be prohibited from succeeding themself.

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Attachment 2
City of Paso Robles 5 Adopted 2/2/2021 – Proposed Revision 12/02/25 Section 6: Removal of Officers
Upon an affirmative vote by a majority of the members of the Committee present at a regular or special meeting of the Committee at which a quorum is present, the Chairperson or Vice Chairperson may be removed from office, and a successor elected pursuant to Section 7 of this Article II.

Section 7: Vacancies
Should the offices of the Chairperson or Vice Chairperson become vacant, the Committee shall elect a successor from among the Committee members at the next regular or special meeting, and such office shall be held for the unexpired term of said office.

ARTICLE III – MEETINGS
Section 1: Regular Meetings
The Committee shall meet, on at least a quarterly basis, during the months of May, August, November, and February, at a location accessible to the public in Paso Robles, California. At its April meeting each year, the Committee shall determine its regular meeting schedule for the coming year. The Committee shall also meet any time requested by the City Council. A notice, agenda, and other necessary documents shall be delivered to the members, personally or by mail, at least 72 hours prior to any regular meeting.

The Secretary will provide the Committee members with quarterly written reports on the revenues received under any supplemental tax measures, and the operating budget activities and capital projects funded by each measure.

Section 2: Special Meetings
Special meetings may be held upon call of the Chairperson, or an affirmative vote by a majority of the members of the Committee present at a regular or special meeting of the Committee at which a quorum is present, for the purpose of transacting any business designated in the call, after notification of all members of the Committee by written notice personally delivered or by mail at least twenty-four (24) hours before the time specified notice for a special meeting. At such special meeting, no business other than that designated in the call shall be considered.

Section 3: Adjourned Meetings
Any meeting of the Committee may be adjourned to another meeting date, time, and place without the need for notice requirements of a special meeting, provided the adjournment adheres to the Ralph M.

Brown Act (Gov. Code §54950 et seq.), and indicates the date, time, and place of the adjourned meeting.

Committee members absent from the meeting at which the adjournment decision is made shall be notified by staff of the adjourned meeting.

Section 4: All Meetings to be Open and Public
All meetings of the Committee shall be conducted in Paso Robles, at a location accessible to the public.

All persons shall be permitted to attend except as otherwise provided by law.

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Attachment 2
City of Paso Robles 6 Adopted 2/2/2021 – Proposed Revision 12/02/25 outdoors at the Paso Robles City Library at least 72 hours in advance of each regular meeting and at least 24 hours in advance of each special meeting. The Secretary shall maintain a record of such posting.

At every special meeting, members of the public shall have an opportunity to address the Committee only on a matter to be addressed at the meeting.

Section 8: Quorum
The powers of the Committee shall be vested in the members thereof in office. Five of the nine members then in office shall constitute a quorum for the purpose of conducting the Committee’s business, exercising its powers, and for all other purposes, but less than that number may adjourn the meeting until a quorum is obtained. An affirmative vote by a majority of the members of the Committee present at a regular or special meeting of the Committee at which a quorum is present shall be required for approval of any question brought before the Committee.

Section 9: Absences
Members shall notify the Secretary or Chairperson in advance of a meeting if they will not be able to attendf a member shall be absent from more than 50% of the regular meetings within a rolling 12-month period, such absence shall result in the termination of the membership of the absenting member. In the event that the absenting member is an affiliate of a Standing Community Organization, the Community Organization must nominate a new affiliate to be approved by City Council.

Section 10: Method and Order of Business
All business and matters before the Committee shall be transacted in conformance with the City Council’s established practice.

Section 11: Action Minutes
Minutes of the Committee shall be prepared in writing by the Secretary. The draft minutes of the Committee documenting the Committee’s actions shall be forwarded to the City Council following each meeting and shall then be scheduled for approval by the Committee. The approved minutes of each meeting shall be made available on the City’s website and filed in the official book of minutes of the Committee.

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Attachment 2
City of Paso Robles 7 Adopted 2/2/2021 – Proposed Revision 12/02/25 Section 12: Reports and Recommendations to City Council Reports or recommendations of the Committee to the City Council shall be prepared in writing by the Secretary following every regular meeting and presented to the City Council during a public meeting once the Secretary or designee has prepared a report identifying key facts, options, analysis of the options, fiscal impact, and recommendations, and the report has been reviewed by the City Manager. Reports may also be prepared following a special meeting, at the request of the Committee.

ARTICLE VI – AMENDMENTS
These Bylaws may be amended upon an affirmative vote by a majority of the City Council.

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City of Paso Robles 1 Adopted 2/2/21

PASO ROBLES SUPPLEMENTAL SALES TAX OVERSIGHT

COMMITTEE
BYLAWS

Section 2: Purpose
The Committee shall provide a forum for citizens to review and report to both the City Council of the City of Paso Robles (“City Council”) and the community as a whole on matters relating to Supplemental Sales Tax revenues and expenditures resulting from both Measure N-12, approved by the voters in 2012, and Measure J-20, approved by the voters in 2020.

The Committee has two distinct roles: oversight and advice. The oversight role is the higher priority:

Paso citizens need to know whether the voter-approved supplemental sales tax revenues are being spent on community priorities established by the City Council, based on information gained from business and resident surveys and other means. At each regular meeting, the Committee shall review the latest accounting for each of the ballot measures, which shall summarize funds generated and expended. The Committee shall determine if the funds were spent appropriately, and report that to the Council and public. The intent is for expenditures by the City in the priority areas to equal or exceed the revenues generated by the measures.

The Committee shall be and remain active until all funds collected under Measures J-20 and N-12 are expended.

To accomplish its purpose:
a. The Committee may consult with and report to staff and the City Council on those matters dealing with the expenditures of revenues derived from the two limited-term sales tax measures. It shall report directly to the City Council at least semi-annually and whenever otherwise necessary or appropriate.
b. The Committee shall also conduct two-way communication directly with the public. It shall seek and receive public input at its meetings and through other means deemed necessary, such as through formal and informal surveys. It shall share its findings with the public at least semiAttachment 3

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City of Paso Robles 2 Adopted 2/2/21
annually through appropriate means such as media releases, regular reports posted on the City’s website, and/or on social media.

Section 3: Membership
Committee members are appointed by and serve at the pleasure of the City Council. a. Total Membership—Total membership of the Committee shall be 11 members, as defined in paragraph (b) below, 7 of whom shall be at-large appointees and 4 of whom shall be appointees affiliated with community organizations.
b. Membership Categories and Qualifications
To be eligible for membership on the Committee, a person must be either an:
(1) At-Large Appointee: To qualify under this category, the person must be selected by a majority vote of the City Council. Of the seven at-large appointees, at least four must be residents of the City at the time of appointment. Up to three at-large appointees may be non-residents, provided they have a business or other demonstrated interest within the City; or an
(2) Appointee Affiliated with a Community Organization: To qualify under this category, the person must be nominated by a community organization and selected by a majority vote of the City Council. Organizations nominating representatives and include, among others:
• Organizations representing general business interests, the hospitality industry, and attractions (such as the Chamber of Commerce, the Hispanic Business Association, Downtown Main Street Association, Travel Paso, 16th DAA, Wine Country Alliance);
• Educational organizations (such as PRJUSD, Cuesta College, private and charter schools); and
• Local non-profit service providers and health care providers offering services in Paso Robles (such as the Paso Robles Housing Authority, People’s Self-Help Housing, ECHO, Twin Cities, CHC, RISE).

Any organization falling within one of the categories above that seeks to have an affiliated member appointed when such a seat becomes open shall submit their nomination to the City during a call for applications. The nominee is not required to be either staff or a member of the organization. There can be only one nominee from a given organization on the committee at any one time. If local organizations do not nominate a total of four representatives, then the Council may appoint either additional at-large member(s), while still retaining a total membership of 11. c. Grandfathered Membership. Members of the existing Supplemental Sales Tax Revenue Expenditure Advisory Committee created after the adoption of Measure N-12 who are members as of January 2020, are eligible for reappointment. Those members who are at large may be considered with the other at-large applicants. Those members who desire to be affiliated members shall need to secure recommendation for appointment by an organization in one of the categories delineated in Sub-paragraph b (2) of this Section 3. Any member as of January 2020 who is reappointed shall be serving their first term in the new Committee.

Attachment 3

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City of Paso Robles 3 Adopted 2/2/21
d. Open Membership. Criteria and selection for membership shall not discriminate based upon sex, race, religion, creed, color, age, marital status, national or ethnic origin, or any other classification protected by law.
e. City and District Residency. The Council shall ensure, to the extent possible, that at least a majority of the Committee members are residents of the City and that at least one member of the Committee is a resident of each of the four Councilmanic districts at the time of appointment.
f. Term of Appointment. A member’s regular term of appointment shall be three (3) years, starting on April 1. However, the initial term for two members from the At-Large Appointee category and one member from the Community Organization Affiliation category shall be for only one year; the term of two members from the At-Large Appointee category and one member from the Community Organization Appointee category shall be for two years. When making the initial appointments, the Council shall determine the terms of the individual members. Following these initial shorter terms, the regular term of appointment for the members in all seats shall be three years.

No person shall be eligible for appointment for more than two consecutive terms, exclusive of prior appointment to fill an unexpired term of office. Persons who have served two full consecutive terms may be reappointed following a one-term absence. g. Membership on only One Committee. Appointees shall serve on only one Council Advisory Body/Commission at a time.
h. Member Code of Ethics. Committee members shall adhere to the City Council’s Code of Ethics (Appendix A). In addition, Committee members are to act for the long-term benefit of the community as a whole, not for personal benefit or the benefit of an organization or group they may belong to or that nominated them.

Attachment 3

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City of Paso Robles 4 Adopted 2/2/21
Section 6: Removal of Members
A member may be removed by an affirmative vote of a majority of the City Council, if, after a hearing, it is found and determined that any one of the grounds for termination specified in Section 5 of Article I exists.

Section 7: Resignation
Any Committee member may resign at any time by giving written notice to the Chairperson, who shall forward such notice to the Committee and the City Council. Any such resignation will take effect upon receipt or upon a date specified therein. The acceptance of such resignation shall not be necessary to make it effective.

Section 8: Filling of Vacancies
In the event of a vacancy on the Committee, the City Council shall select an individual to fill such vacancy as soon as reasonably practicable. New members shall meet the qualifications set forth in Section 3 (b) of Article I.

Section 9: Remuneration
Members shall serve without pay except for reimbursement for travel expenses to meetings outside of the City, if any.

Section 10: Liaisons
In addition to the 11 Committee members, one member of the City Council (appointed by the Mayor and confirmed by the Council), as well as the Fire Chief, Police Chief, and Public Works Director, or their designees, shall be non-voting Liaisons. The purpose of the four Liaisons shall be to facilitate the work of the Committee, by serving as a two-way conduit of information between the Committee and their respective City organizations.

Section 4: Secretary
Attachment 3

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City of Paso Robles 5 Adopted 2/2/21
The Administrative Services Director or designee shall be the Secretary. The Secretary shall be responsible for noticing meetings, creating the agenda, and keeping the minutes and other official records.

Section 6: Removal of Officers
Upon an affirmative vote by a majority of the members of the Committee present at a regular or special meeting of the Committee at which a quorum is present, the Chairperson or Vice Chairperson may be removed from office, and a successor elected pursuant to Section 7 of this Article II.

ARTICLE III – MEETINGS
Section 1: Regular Meetings
The Committee shall meet, initially, on at least a quarterly basis, during the months of April, July, October, and January, at a location accessible to the public (either in person or virtually, depending on any in-person meeting restrictions resulting from a pandemic or other event) in Paso Robles, California.

At its April meeting each year, the Committee shall determine its regular meeting schedule for the coming year. Starting in April 2022, the Committee may determine its own schedule of regular meetings, as long as it meets at least semi-annually, and one or more of the regular meetings align with the City’s budget process. The Committee shall also meet any time so requested by the Council. A notice, agenda, and other necessary documents shall be delivered to the members, personally or by mail, at least 72 hours prior to any regular meeting.

The Secretary will provide the Committee members with quarterly written reports on the revenues received under the N-12 and J-20 supplemental tax measures, and the operating budget activities and capital projects funded by each measure.

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City of Paso Robles 6 Adopted 2/2/21
members of the Committee by written notice personally delivered or by mail at least twenty-four (24) hours before the time specified notice for a special meeting. At such special meeting, no business other than that designated in the call shall be considered.

Brown Act (Gov. Code §54950 et seq.), and indicates the date, time, and place of the adjourned meeting. Committee members absent from the meeting at which the adjournment decision is made shall be notified by staff of the adjourned meeting.

Section 4: All Meetings to be Open and Public
All meetings of the Committee shall be conducted in Paso Robles, at a location accessible to the public (either in person or virtually, depending on any in-person meeting restrictions resulting from a pandemic or other event). All persons shall be permitted to attend except as otherwise provided by law.

At every special meeting, members of the public shall have an opportunity to address the Committee only on a matter to be addressed at the meeting.

Section 8: Quorum
The powers of the Committee shall be vested in the members thereof in office. Six of the 11 members then in office shall constitute a quorum for the purpose of conducting the Committee’s business, exercising its powers, and for all other purposes, but less than that number may adjourn the meeting until a quorum is obtained. An affirmative vote by a majority of the members of the Committee present Attachment 3

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City of Paso Robles 7 Adopted 2/2/21
at a regular or special meeting of the Committee at which a quorum is present shall be required for approval of any question brought before the Committee.

Section 9: Absences
Members shall notify the Secretary or Chairperson in advance of a meeting if they will not be able to attend. If a member shall be absent from two consecutive meetings, whether regular or special, such absence shall result in the termination of the membership of the absenting member.

Section 10: Method and Order of Business
All business and matters before the Committee shall be transacted in conformance with the City Council’s established practice.

Section 11: Action Minutes
Minutes of the Committee shall be prepared in writing by the Secretary. The draft minutes of the Committee documenting the Committee’s actions shall be forwarded to the City Council following each meeting, and shall then be scheduled for approval by the Committee. The approved minutes of each meeting shall be made available on the City’s website and filed in the official book of minutes of the Committee.

Reports may also be prepared following a special meeting, at the request of the Committee.

Attachment 3

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City of Paso Robles 8 Adopted 2/2/21
ARTICLE V – SUB-COMMITTEES
The Committee may establish any standing and/or special sub-committees it deems necessary consistent with, and to fulfill, its stated purpose as established in Article I, Section 2 of these Bylaws.

ARTICLE VI – AMENDMENTS
These Bylaws may be amended upon an affirmative vote by a majority of the City Council.

Attachment 3

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Council Agenda Report
From: Freda Berman, Public Works Director
Subject: Approval of an Extension to the Agreement with Los Angeles Christmas Light Installers for City Park Holiday Lighting
CEQA Determination: Staff recommends that the City Council find that this action is exempt from the California Environmental Quality Act (“CEQA”) under State CEQA Guidelines Sections 15061(b)(3) and 15301.

Date: December 2, 2025
Facts

1. On April 18, 2023, the City issued a Request for Proposals for design and installation of holiday lights in the trees and on the structures in City Park. The lighting is intended to transform the park into a festive environment, showcasing its unique features to the benefit of both the community and visitors.

2. Six firms responded to the RFP with two finalists considered for the project. Representatives of the Paso Robles Downtown Main Street Association, Travel Paso, and Chamber of Commerce reviewed both proposals and recommended Los Angeles Christmas Light Installers for the City Park Holiday Lighting project.

3. A Letter Agreement for Holiday Light Display Services was executed with Los Angeles Christmas Light Installers for one year with the option, by mutual agreement, to be extended in two-year increments, three times, for a total possible term of seven years.

4. On November 24, 2023, the City unveiled the new City Park holiday lighting in conjunction with the Main Street Association’s traditional Downtown Lighting Ceremony. The lighting design included lighting on 17 trees, the Gazebo, Carnegie Library, the restroom building, park monuments on 12th Street, and photo op area.

5. On August 20, 2024, City Council approved a two-year extension to the original agreement for the 2024 and 2025 displays.

6. In 2024, the lighting design included a total of 22 trees, enhanced lighting on the Carnegie Library, holiday features on the entry monuments and restroom roof, and entry arches at the four corners of the park. In 2025, enhancements to the lighting design included 25 trees and an additional photo op area as well as all the 2024 lighting features.

7. Los Angeles Christmas Light Installers has met all requirements of the Request for Proposals and Letter Agreement for installation, maintenance, removal and customer service response. The firm is agreeable to a second two-year extension to the Letter Agreement, with the scope as executed for the 2025 display.

Options

1. Take no action;

2. Authorize an extension to the Agreement with Los Angeles Christmas Light Installers for two years with an annual not-to-exceed cost of $181,200; or

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3. Provide alternative direction to staff.

Analysis and Conclusions
Public response to the holiday lighting displays in City Park has been overwhelmingly positive, with large crowds gathering nightly throughout the season until the lights are turned off in the second week of January. The lighting has become a significant downtown draw, creating a festive atmosphere that encourages extended visitation and pedestrian activity. General feedback from merchants and hoteliers reflects an uptick in business during this time, with many reporting increased customer traffic, higher sales, and improved occupancy rates that coincide with the holiday lighting period.

Los Angeles Christmas Light Installers, the contractor responsible for designing and installing the yearround lighting in City Park, also manages the seasonal holiday lighting program. Their scope of work includes the efficient removal, storage, and reinstallation of the holiday lights to ensure the displays remain in good condition and can be deployed quickly each season. This continuity of service has helped maintain a consistent aesthetic and high-quality presentation for both the year-round and holiday lighting systems.

The positive public reception and measurable economic benefits demonstrate that decorative lighting has become a valuable placemaking tool for the City. Both the seasonal and year-round installations enhance the park’s visual appeal, extend activity into evening hours, and contribute to a more vibrant and welcoming downtown environment. These outcomes closely align with the City’s Economic Development Strategic Plan, particularly the goals related to strengthening downtown vitality, enhancing placemaking, and supporting tourism-driven economic activity.

Specifically, the lighting program directly supports the EDSP’s focus on improving the quality and attractiveness of public spaces, cultivating a memorable sense of place, and encouraging repeat visitation.

Increased foot traffic and extended dwell time advance the Plan’s objectives to bolster local business performance and reinforce downtown Paso Robles as a key economic hub. The holiday lighting investment exemplifies the EDSP’s emphasis on strategic infrastructure improvements that elevate the visitor experience, promote nighttime economy opportunities, and help create a consistent, high-quality environment that benefits both residents and businesses.

Fiscal Impact
The not-to-exceed cost for City Park holiday lighting is $181,200 and is projected to be allocated in the FY 2026-27 City budget.

The 2025 #Pasolights & New Year’s Eve Concert & Bonfire sponsorship program was launched in October.

The program, originally requested by the community in 2024, supports both the holiday light installation and New Year’s Eve event. Donations of any amount are welcomed. Details are included on the City website at www.prcity.com/pasolights.

CEQA
Staff recommends that the City Council find that this action is exempt from CEQA under California Code of Regulations, Title 14, Section 15061(b)(3) because it can be seen with certainty that there is no possibility that the activity in question may have a significant impact on the environment. Staff further recommends that the City Council find that this action is categorically exempt from CEQA under California Code of Regulations, Title 14, Section 15301 because it entails a minor alteration to an existing park facility.

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Recommendation
Approve Resolution 25-XXX, authorizing a two-year extension for holiday light installation for the 2026 and 2027 holiday displays to Los Angeles Christmas Light Installers in a not-to-exceed annual amount of $181,200 and authorize the City Manager to execute the agreement, subject to any minor, technical, or non-substantive changes as approved by the City Manager and City Attorney.

Attachments

1. Resolution 25-XXX – Extension to Los Angeles Christmas Light Installers Agreement

2. #Pasolights Sponsorship Brochure

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Attachment 1
RESOLUTION 25-XXX

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

AUTHORIZING AN EXTENSION TO THE AGREEMENT WITH LOS ANGELES CHRISTMAS

LIGHT INSTALLERS FOR CITY PARK HOLIDAY LIGHTING
WHEREAS, on April 18, 2023, the City issued a Request for Proposals for design and installation of holiday lights in the trees and on the structures in City Park; and WHEREAS, six firms provided proposals for the project and Los Angeles Christmas Installers was selected and executed a Letter Agreement for one year with the option, by mutual agreement, for three two-year extensions, for a possible total term of seven years; and WHEREAS, on November 24, 2023, the new City Park holiday lighting was unveiled and included lighting on 17 trees, the Gazebo, Carnegie Library, restroom building, park monuments on 12th Street, and photo op area; and
WHEREAS, on August 20, 2024, City Council approved a two-year extension to the original agreement for the 2024 and 2025 displays; and
WHEREAS, the 2024 lighting design included a total of 22 trees, enhanced lighting on the Carnegie Library, holiday features on the entry monuments and restroom roof and entry arches at the four corners of the park; and
WHEREAS, the 2025 lighting design included 25 trees and another photo op area as well as all the features of the 2024 display; and
WHEREAS, Los Angeles Christmas Light Installers is agreeable to a second two-year extension to the Letter Agreement, with the scope as executed in 2025, at an annual not-to-exceed cost of $181,200.

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 finds that the Project is exempt from the California Environmental Quality Act (“CEQA”) because there is no possibility that the activity in question may have a significant effect on the environment. (14 Cal. Code Regs., § 15061(b)(3)). The City Council further finds that the Project is categorically exempt from CEQA under the Class 1 exemption, because it entails a minor alteration to existing park facilities. (14 Cal. Code Regs., § 15301.)
Section 3. The City Council hereby approves an extension to the agreement with Los Angeles Christmas Light Installers for two years at an annual not-to-exceed cost of $181,200 and authorizes the City Manager to execute the agreement, subject to any minor, technical, or nonsubstantive changes as approved by the City Manager and City Attorney.

Section 4. Funds for the City Park holiday lighting are included in the approved FY 2026-27 City budget and no further action is required.

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Attachment 1
APPROVED this 2
nd day of December, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Martin, City Clerk

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Attachment 2

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2025 SPONSORSHIP

OPPORTUNITIES
Attachment 2

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Lighting up the night with full-spectrum support, Blaze supporters get all Twinkle & Sparkle benefits, plus:

Four passes to the #PasoLights lounge at NYE, including gourmet appetizers, wine, bevvies, and heaters
Premium logo placement in print & digital materials
Verbal recognition during event announcements
Opportunity to provide branded swag or presence in the
#PasoLights lounge
Sponsorship Tiers Twinkle (Any Amount) Sparkle ($500 - $1499) Reflecting your bright commitment to community, Sparkle supporters also receive:

Logo placement on printed materials and event webpages
Social Media Shout-Outs on City platforms
Commemorative #PasoLights keepsake
Blaze ($1500 +) All supporters who help keep the city shining will receive:

Name recognition on the Paso Lights and NYE event webpages.

Attachment 2

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We invite you to become a valued sponsor of two of Paso Robles’ most cherished holiday events: #PasoLights and the New Year’s Eve Concert & Bonfire in Downtown City Park. These celebrations bring thousands of residents and visitors to downtown Paso Robles for unforgettable nights filled with festive holiday lights, family fun, and community spirit. This year, expect even more photo ops, new dazzling displays, and the potential for over 6,000 attendees on NYE alone.

Your sponsorship helps illuminate downtown from November through the first week of January and supports the exciting return of our New Year’s Eve celebration—complete with live music, food trucks, and the iconic bonfire. Thanks to generous sponsors like you, these events remain free to the public.

Use the QR code to learn more and donate or visit us at www.prcity.com/pasolights.

Glow with Us Scan to
Donate!
Attachment 2

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Drink Ticket Booth &
Alcohol Vendors
Food Trucks Stage Bonfire #Paso Lights
Lounge
Viewing
Chairs
Entry
Points
Event
Boundary Event Map
Attachment 2

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Council Agenda Report
From: Freda Berman, Public Works Director
Subject: Approval of a Resolution Awarding Contract for Operational and Organizational Assessment of the Public Works Department
CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

Date: December 2, 2025
Facts

1. The Public Works Department oversees a broad and evolving portfolio of responsibilities, including the construction and maintenance of City streets, traffic signals, landscape medians and parkways, the Landscape and Lighting Maintenance District, public parking lots, stormwater facilities, the Municipal Airport, and City-owned buildings. The Department also manages most of the City’s capital improvement projects and maintains the City’s fleet of vehicles and equipment.

2. As the City’s infrastructure and service demands have grown, the Public Works Department’s scope of work has expanded significantly, often with new responsibilities added in an ad hoc manner. To ensure the Department is structured to operate efficiently and responsively, the City initiated a major organizational realignment as part of the FY 2022-23 budget, laying the foundation for a comprehensive evaluation of its structure, processes, and resource needs. Key changes in this reorganization included:
a. Creation of a Utilities Department to include Water, Wastewater and Solid Waste, formerly housed in Public Works.
b. Inclusion of street trees and landscape median maintenance, Landscape and Lighting District Maintenance, and facilities maintenance in Public Works, transferring those responsibilities from Community Services.
c. The addition of staff to the maintenance teams to support focused, results-oriented maintenance.

3. These structural shifts have positioned the Public Works Department for transformation and modernization. The City sought proposals for expert analysis and strategic recommendations to guide future improvements in organizational structure, staffing levels, operational processes, performance measurement, and overall service delivery.

4. On May 21, 2025, the City issued a Request for Proposals for an Operational and Organizational Assessment of the Public Works Department.

5. Proposing firms were asked to complete a comprehensive operational and organizational assessment of the Public Works Department considering organizational structure, processes, effectiveness and efficiency, stewardship of public resources and adaptability to future challenges.

6. Fourteen firms submitted proposals which were reviewed by Ryan Cornell, Administrative Services Director, David LaCaro, Public Works Operations Manager, Melissa Green, Public Works Management Analyst, and Freda Berman, Public Works Director. Five firms were invited to interview with a panel

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representing a variety of City Departments and the consultant community: Paul Patti, Battalion Chief/Fire Marshal, Tod Rehner, Police Commander, Casey Shepherd, Utilities Wastewater Resources Manager, David LaCaro, Public Works Operations Manager, Jorge Aguilar, Principal, Wallace Group, and Freda Berman, Public Works Director. Firms were evaluated on (1) project understanding and context; (2) assessment approach and methodology; (3) capital delivery strategies; (4) approach to aligning staffing with service expectations; (5) systems for tracking, reporting, and supporting continuous improvement; (6) strategy for engaging staff and leadership; (7) team qualifications and experience; and (8) presentation quality.

7. The review committee recommends City Council approve retaining Raftelis. This recommendation is based on qualifications, proposed approach and other criteria as listed in the City’s request for proposals, which is included as an attachment.

Options

1. Take no action;

2. Award a contract for an operational and organizational assessment of the Public Works Department to Raftelis in the amount of $147,750; or

3. Provide alternative direction to staff.

Analysis and Conclusions
The Public Works Department has seen its responsibilities and operational scope expand significantly over time, reflecting the City’s growing infrastructure needs and service expectations. As these functions have evolved, resources and duties have often been added in an ad hoc manner to respond to emerging priorities. This incremental growth, while necessary, has created a complex service portfolio that now warrants a comprehensive review to ensure the Department is structured to operate as efficiently, effectively, and responsively as possible.

The FY 2022–23 budget began addressing this need by implementing a major organizational realignment.

Key changes included establishing a standalone Utilities Department comprising Water, Wastewater, and Solid Waste; transferring street tree, landscape median, Landscape and Lighting District, and facilities maintenance responsibilities from Community Services to Public Works; and adding staff to support more focused, results-oriented maintenance. These changes have established a foundation for modernization, but a strategic evaluation is required to ensure the Department’s structure, processes, and resource allocations are optimized to meet both current and future demands.

This study also builds upon similar assessments and strategic plans the City has conducted in recent years for the Police Department, Fire Department, Economic Development, and Community Services. Together, these efforts demonstrate the City’s ongoing commitment to operational efficiency, service quality, and alignment with industry best practices.

To support this work, the City has engaged Raftelis, a firm with deep expertise in assessing public sector organizations through asset management principles and industry best practices. Their analysis will help the City make data-driven decisions about organizational structure, staffing models, workflows, technology systems, and performance management approaches that align with high-performing Public Works organizations.

Raftelis will focus on understanding the unique operating environment, service expectations, and organizational evolution of the Paso Robles Public Works Department. They will work collaboratively with staff to identify where strategic investments, process enhancements, or policy adjustments could improve

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efficiency, service responsiveness, and long-term sustainability. Their approach emphasizes proven frameworks that support sound infrastructure management, risk reduction, and value delivery to the community.

This project represents an important investment in ensuring the Public Works Department is positioned to support Paso Robles’ growth for many years to come. The resulting recommendations will help establish a modern, scalable organizational foundation aligned with best practices and capable of meeting the City’s expanding service needs.

See Attachment 2 for additional information on the expected deliverables from this project. This comprehensive evaluation, comparative analysis, and final report with recommendations is anticipated to be completed in less than six months.

Fiscal Impact
The total cost of the contract to Raftelis is $147,750. The FY 2025-26 approved budget included an appropriation of $60,000 towards this effort. The remaining $87,750 is proposed to be allocated from the City Manager’s contingency fund, requiring no further action from City Council.

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

Recommendation
Approve Resolution 25-XXX, awarding a contract for an Operational and Organizational Assessment of the Public Works Department to Raftelis in the amount of $147,750 and authorize the City Manager to execute the contract, subject to any minor, technical, or non-substantive changes as approved by the City Manager and the City Attorney.

Attachments

1. Resolution 25-XXX – Operational and Organizational Assessment

2. RFP for Operational and Organizational Assessment

3. Proposal -- Raftelis

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Attachment 1
RESOLUTION 25-XXX

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

AWARDING A CONTRACT FOR AN OPERATIONAL AND ORGANIZATIONAL ASSESSMENT

OF THE PUBLIC WORKS DEPARTMENT
WHEREAS, the Public Works Department is responsible for the construction and maintenance of City streets, traffic signals, landscape, the Landscape and Lighting Maintenance District, public parking lots, stormwater facilities, the Municipal Airport, City-owned buildings, a fleet of rolling stock and capital projects; and
WHEREAS, historically, the Public Works Department has been limited by chronic under-resourcing and understaffing, affecting its ability to meet the City’s infrastructure and service delivery needs; and
WHEREAS, the FY 2022-23 budget instituted a major reorganization to support more focused, resultsoriented maintenance and positioned Public Works for transformation and modernization; and WHEREAS, the City circulated an invitation to submit proposals for an operational and organizational assessment of the Public Works Department; and
WHEREAS, fourteen firms submitted proposals of which five were interviewed by a panel representing a variety of City departments and the consultant community; and WHEREAS, the panel is recommending Raftelis be retained to provide the requested assessment; and WHEREAS, the City Council finds that this action is not a project under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

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 awards a contract in the amount of $147,750 for an operational and organizational assessment of the Public Works Department to Raftelis and authorizes the City Manager to execute the Agreement, subject to any minor, technical, or nonsubstantive changes as approved by the City Manager and City Attorney.

Section 3. Funds for the organizational and operational assessment are to be allocated from the approved FY 2025-26 budget and City Manager’s contingency fund.

APPROVED this 2
nd day of December, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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Attachment 1
John R. Hamon, Jr., Mayor
ATTEST:

Melissa Martin, City Clerk

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RFP for Organizational & Operational Assessment (PW Dept) Page 1 of 24

CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”

REQUEST FOR PROPOSALS
Project Operational & Organizational Assessment of the Public Works Department DPW No. 25-14
Issued May 21, 2025 | Responses Due July 7, 2025
Introduction
City Profile
El Paso de Robles, or "The Pass of the Oaks," is located halfway between San Francisco and Los Angeles, in San Luis Obispo County. Paso Robles is surrounded by scenic rolling hills and California’s premier wine regions and is only 27 miles from beautiful beaches. This thriving community of over 30,000 actively engaged citizens possesses the benefits of a suburban-rural community while retaining a small-town feel and is one of California’s best-kept secrets. With over 200 wineries nearby and a bustling downtown with a variety of excellent restaurants and specialty retail, Paso Robles is fast becoming one of the most desirable and yet relatively affordable places to live, work, and play.

The City of Paso Robles is a full-service city providing police and fire/emergency medical services; a municipal general aviation airport; library, park, and recreation amenities; a sanitary landfill; state-of-theart water, wastewater, and recycled water utilities; streets, sidewalks, stormwater, trails, and traffic safety infrastructure; as well as private development review, approval, and inspection services. These services are managed within eight departments: City Manager’s Office, Administrative Services, Police Services, Emergency and Fire Services, Public Works, Community Services, Community Development, and the Utilities Department.

Department Overview
The Public Works Department is responsible for the construction and maintenance of City streets, traffic signals, medians, parkways, public parking lots, stormwater facilities, the Municipal Airport, and Cityowned buildings. Additionally, the Department manages most of the City’s capital improvement projects and maintains the City’s fleet of rolling stock.

Historically, the Public Works Department has faced persistent challenges related to under-resourcing and understaffing, which have constrained its ability to fully meet the City’s infrastructure and service delivery needs. In response to these limitations, the City undertook a major departmental reorganization, effective with the adoption of the FY 2022-23 budget.

Key changes in this reorganization included:
o Creation of the Utilities Department. Water, wastewater, and solid waste operations, which were formerly housed under Public Works, were transferred to this newly established department. o Realignment of Maintenance Functions. The street trees and medians, Landscape and Lighting District (LLD) maintenance, and facilities maintenance responsibilities were transferred from the Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 2 of 24 Parks and Facilities Maintenance Division—previously under the Community Services Department—to the Public Works Department.
o Staff Augmentation: Both maintenance and capital project teams within Public Works have been augmented to better support focused, results-oriented maintenance and project delivery.

These structural shifts have positioned the Public Works Department for transformation and modernization. The City now seeks expert analysis and strategic recommendations to guide future improvements in organizational structure, staffing levels, operational processes, performance measurement, and overall service delivery.

The Department is currently organized into eight major functions: Administration, Capital Projects Engineering, Paso Robles Municipal Airport, Stormwater Program, Streets Maintenance, Facilities Maintenance, Fleet Maintenance, and Landscape Maintenance.

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

Capital Projects Engineering: Capital Projects Engineering manages the design, funding, and construction of capital projects for all City departments, with the primary focus being transportation/ streets projects, including the replacement of sewer, water, and stormwater pipes. Capital Projects Engineering is the lead coordinator and reporter on projects involving Measure I-24 (formerly Measure E-12) Supplemental Sales Tax, Senate Bill 1, Gas Tax, and capital projects involving Measure J-20 funds. Additionally, Capital Projects Engineering monitors, applies for, and manages projects using Transportation Grants and coordinates with the San Luis Obispo Council of Governments.

Paso Robles Municipal Airport: The 1,300-acre Paso Robles Municipal Airport site serves the general aviation community as well as the California Department of Forestry Air Attack Base; California Highway Patrol Air Operations Division; military, air charter, air ambulance, and other flying services. Sections of the property have been developed as an industrial park with utilities and infrastructure improvements. Just under 500,000 square feet of industrial building space is operational at the Airport, housing nearly 40 individual businesses and providing hundreds of jobs in the community. Almost 200 aircraft are based at the Airport. The Airport is owned and operated by the City, with technical advice and review provided by an appointed Airport Commission, and with policy decisions made by the City Council. The Airport is one of only five percent of airports in the United States that are self-sustaining (meaning it is not subsidized by the General Fund).

Stormwater Program: The City is enrolled in the Phase II Municipal Stormwater Program as required by the State of California Water Resources Control Board. The program requires the City to develop and implement a Stormwater Management Plan in order to reduce or eliminate pollutants in stormwater runoff and non-stormwater discharges. To that end, the Division manages programs that address construction site stormwater runoff control, illicit discharge detection and elimination, pollution prevention, postconstruction stormwater runoff management, and public education and participation.

Streets Maintenance: The Streets Maintenance Division maintains more than 150 lane miles or 33 million square feet of pavement and sidewalks. Maintenance and repair activities are focused on degraded road edges, crack sealing, potholes, curb painting, streetlights, signage, sidewalk Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 3 of 24 repair, and traffic signals. The Division also supports emergency services and City special events with traffic control and road closures.

Facilities Maintenance: Facilities Maintenance staff service, maintain, and repair approximately 180,000 square feet of City facilities, including City Hall, Public Safety Center, Centennial Park, Senior Center, Veterans Center, and Municipal Pool. Additionally, they respond to all calls for service from both the public and City staff. A 6-person volunteer Graffiti abatement crew addresses all reports of graffiti within City limits.

Fleet Maintenance: Fleet Maintenance procures and maintains a rolling stock of over 250 pieces of equipment and vehicles, ranging from weed eaters and mowers to fire engines to large loaders and backhoes. The majority of the service is done in-house. Compliance with all emission mandates and inspection requirements is also Fleet’s responsibility.

Landscape Maintenance: Landscape Maintenance staff are responsible for the health and maintenance of more than 15,000 City trees, close to 200 acres of Landscape & Lighting District property, more than 165 acres of open space weed abatement and all City-owned medians and parkways. Staff respond to all calls for service from the public and City staff.

The current organizational structure of the Public Works Department is reflected in the chart below.

The Public Works Department is housed in several different facilities. Administration, Capital Projects Engineering, and the Stormwater programs are based at the City’s Second Wind Way facility, east of town near the Paso Robles Municipal Airport, which houses the Airport program. The Streets, Fleet, Facilities, and Landscape Maintenance programs are currently sited at a leased corporation yard on Riverside Ave., near downtown. However, the City is in the design phase for a new maintenance corporation yard which will be located on City-owned property on Union Road, at the eastern edge of town, adjacent to the new Fire Station 3 and future public safety training facility.

Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 4 of 24 Funding Context and Infrastructure Priorities
A significant driver of the City's infrastructure investment strategy is Measure I-24, a ballot initiative approved by Paso Robles voters on November 5, 2024. This measure extends the existing ½ cent local sales tax (originally established by Measure E-12), which was set to expire on March 31, 2025. The renewed tax is anticipated to generate approximately $6.5 million annually, contributing directly to the City’s General Fund.

Since the inception of the sales tax in 2012, 100% of the revenues—approximately $78 million to date— have been allocated to local road repair projects. The City intends to continue using this vital funding stream to address the substantial backlog in road repair and rehabilitation needs, particularly in the west side of Paso Robles, where much of the roadway infrastructure is deteriorated.

City staff and consultants estimate that Paso Robles faces $350 million in deferred road repair needs, a figure that includes the replacement of underlying City-owned utilities, which must be addressed in conjunction with roadway reconstruction. Many of the affected road segments are among the oldest in the City and require full-depth reconstruction, which is the most costly form of roadway repair. These projects will also include curb and gutter improvements and ensure compliance with Americans with Disabilities Act (ADA) requirements.

Given this substantial capital investment outlook, the City is committed to optimizing the structure, operations, and effectiveness of its Public Works Department to ensure that funds, particularly those derived from Measure I-24, are leveraged efficiently and transparently.

Services Provided by Consultant
Summary
The City of Paso Robles is seeking a qualified consultant to conduct a comprehensive operational and organizational assessment of the Public Works Department. Through this assessment, the City would like to understand how the current Public Works model could be improved, what specific changes will be required to achieve the desired future state, and what it will take to execute the new model. This thorough assessment aims to provide actionable recommendations that will enhance the overall performance of the Public Works Department and ensure it meets the evolving needs of the City’s residents and infrastructure.

This assessment will evaluate critical aspects of the department, including:
o Organizational Structure: Analyzing the current hierarchy, roles, and responsibilities within the department to identify areas for improvement and ensure effective communication and collaboration among staff.
o Processes: Reviewing existing business processes, workflows, and procedures to determine their efficiency and effectiveness, to streamline operations, and enhance service delivery to the community.
o Effectiveness and Efficiency: Measuring the department’s performance in meeting its goals and objectives, including assessing current projects and initiatives to maximize productivity and resource allocation.
o Stewardship of Public Resources: Evaluating how well the department manages public funds, materials, and personnel to ensure transparency and accountability in all operations. o Adaptability to Future Challenges: Identifying potential future challenges and constraints that the department may face and assessing its capacity to adapt strategies and operations accordingly to remain responsive to community needs.

Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 5 of 24 Scope of Work
The following scope of work outlines the anticipated tasks and deliverables associated with this project.

It is intended to provide a general framework for the services required; however, it is not intended to be all-inclusive. Proposers are encouraged to review the scope carefully and, where appropriate, suggest additional tasks, methods, or enhancements that would support the successful completion of the project. Any such recommendations should be clearly identified and justified in the proposal.

The City is looking for an independent, fact-based review of the department that will provide the following deliverables as they relate to the key areas referenced above.

Task 1 | Existing Conditions Analysis
a. Collect job descriptions and documents detailing current and historical organizational structure.
b. Identify the supervisory ratio. Identify staff and program functions. Document routing and major tasks, activities, and processes.
c. Identify the technology used by and/or available to staff. d. Survey staff for technical competencies, certifications, and training. e. Identify risks, patterns, and trends of processes/procedures, and staffing levels/skills. f. Document observations about current operations to provide suggestions for improvement and identify areas of strength. Consultant may use various strategies to gather feedback, including, but not limited to, reviewing flow charts and written documents, and conducting interviews, surveys, and focus groups. g. Assess the integration of newly acquired functions (e.g., landscape and facilities maintenance).
h. Work with staff to develop criteria for identifying jurisdictions and propose jurisdictions for comparative analysis that are of similar size and characteristics, including, but not limited to, geography, population, economics, development, and service delivery profile.

Task 2 | Organizational and Operational Assessment and Comparative Analysis a. Comparatively analyze department tasks, activities, processes, and organizational structure to other jurisdictions. The analysis shall include, but not be limited to, output statistics, specific steps, and staff characteristics (responsibilities, experience, supervisory ratio, staff-to-contractor ratio, retention, etc.). b. Perform SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, or similar, for the department.
c. Analyze the Department’s ability to retain high-performing staff. d. Evaluate the staff resources needed to conduct core functions of the department, given the current and anticipated level of development and construction activity in the City of Paso Robles. This will include analyzing the department’s reliance on outside contractors and permanent, contractual, and temporary staff.

Task 3 | Recommendations
a. Formulate recommendations for each program/function.

Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 6 of 24 b. Recommend innovations or opportunities for improvement (gaps) between current practices and best or evidence-based practices for effective and efficient provision of Public Works services.
c. Evaluate whether the existing workforce is sufficient and whether the department’s reliance on contractors is reasonable.
d. Determine whether alternative service delivery models may address some or all identified staffing or operational issues.
e. Provide training and resource recommendations to improve operations and support succession planning.
f. Calculate and demonstrate potential cost savings as well as impacts upon service delivery.
g. Provide recommendations for strategies to accelerate the planning, design, procurement, and construction phases of road repair and rehabilitation projects.

Emphasis should be placed on optimizing the use of Measure I-24 funds to maximize the pace and impact of road improvements.

Task 4 | Executive Summary, Final Report, and Implementation Plan a. Executive Summary
i. Draft an executive summary targeting a non-technical audience. ii. Outline implications for the Department raised by the analyses and recommendations.
iii. Include any issues identified by the Consultant that may be outside the scope of work but relevant to improving overall City operations. b. Final Report
i. Prepare a draft final report for the City to review and confirm factual accuracy before completing the final report.
ii. The final report will cohesively present the findings detailed in the memoranda. c. Implementation Plan
i. Prepare an implementation plan to serve as a roadmap to guide the Department from its current state to one that best contributes to the City achieving community excellence.
ii. Emphasis should be placed on specific, actionable strategies for expediting road repair and rehabilitation efforts, with a focus on leveraging Measure I-24 funding to accelerate projects on aging and high-need corridors. iii. In addition to providing the steps, tools, and resources necessary to manage and track implementation, the implementation plan shall identify recommendations that can be implemented immediately (within one year), in the short term (within three years), and in the long term (within five to ten years).

Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 7 of 24 Deliverables
o Existing Conditions Analysis Memorandum
o Organizational & Operations Assessment & Comparative Analysis Memorandum o Recommendations Memorandum
o Executive Summary
o Final Report
o Implementation Plan
Consultant will be expected to deliver, at the end of the engagement, a formal presentation to the City Manager’s Office, Public Works Department, and City Council (as appropriate) regarding the final report and implementation plan or components thereof.

Project Schedule
The City intends to select a consultant within six weeks of the release of this RFP and commence work immediately thereafter. This is a priority project and the City is targeting completion of work by December 2025. Nevertheless, the Proposal should include a recommended timeline based on the Consultant’s experience with comparable projects.

Proposal Requirements and Format
Submittal Procedures and Deadline
Four (4) hard copies and one (1) electronic copy (via USB flash drive) of the Consultant’s proposal must be submitted no later than 5:00 p.m. on Monday, July 7, 2025.

Proposals must be delivered to:

City of Paso Robles
Attn: Melissa Green, Management Analyst
4305 Second Wind Way
Paso Robles, CA 93446
RFP Questions
RFP Content/Administration
Melissa Green, Management Analyst
Phone: (805) 237-3861
Email: [email protected]
Technical
Freda Berman, Public Works Director
Phone: (805) 237-3861
Email: [email protected]
Consultants may ask questions or receive clarification on any portion of this RFP by submitting inquiries via email to the contact(s) listed above. Inquiries must be received no later than 5 days prior to the submittal deadline.

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RFP for Organizational & Operational Assessment (PW Dept) Page 8 of 24 Proposal Contents
Consultants are encouraged to submit a proposal demonstrating the capability to deliver this project using tested methodologies, tools, and approaches.

Attached is the City’s Consultant Service Agreement. As part of your response to this RFP, please review this Agreement and provide any revisions or modifications you wish to make prior to entering into a contract with the City. It will be assumed that the Consultant will sign this Agreement as written, if selected, if no proposed revisions or modifications are included with the response to this RFP.

A complete response will include:

1. Firm identification
a. Firm name, address, telephone number and e-mail address; b. Name and telephone number of contact person.

2. Provide the following information for each sub-consultant (if applicable):
a. Firm name, address, telephone number and e-mail address; b. Contemplated role of the firm in the project.

3. List of personnel who will be working on the project. Indicate experience, background, academic training and registration. Describe anticipated role in the project and how the staff would be organized.

4. Work Program: Based on your understanding of the project, list all required tasks to complete the work and a list of defined deliverables.

5. Work Budget: Provide a budget breakdown to demonstrate your understanding of the project needs. This budget will not be binding; the final agreement will be the result of a precise scope of work and a negotiated compensation amount. The breakdown should include itemized person-hours, and rates and costs for all required work tasks.

6. Provide a statement of what especially qualifies your firm to perform this work.

7. References: Three recent clients, preferably public agencies, with contact information.

8. Signature: Proposal shall be signed by an authorized corporate office whose signature is binding upon the firm.

9. Valid Period: Include a statement that proposal will remain valid for at least 60 days.

10. Conflict of Interest: Proposal shall include a statement that no conflicts of interest exist in the provisions of these services.

Selection Process
The City will establish a screening committee to review and rank all proposals received. The City may decide to interview consultants with the most competitive proposals. Key criteria to be used by the City in selecting a consultant or consultant team include the following:

1. Consultant’s understanding of the City of Paso Robles’ desires and general approach to the project as demonstrated in the Project Understanding and Work Program.

2. Qualifications of the Consultants’ staff assigned to this project.

3. Demonstrated ability of the consultant to perform quality work, control costs, and meet time schedules.

4. Ability to work effectively with City and County staff.

The top-ranked firm will be invited to refine its proposal and negotiate a professional services agreement with the City. Enclosed is a sample of the City's standard Professional Services Agreement.

Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 9 of 24 The City reserves the right to reject any or all proposals and to negotiate modifications of acceptance of parts of a proposal. Other terms and conditions of the contract will be negotiated at the time of the consultant selection and will be subject to approval of the City Attorney.

PROPOSAL AS PUBLIC RECORD
Pursuant to Michaelis, Montanari, & Johnson v. Superior Court (2006) 38 Cal.4th 1065, proposals/bids submitted in response to this solicitation shall be held confidential by City and shall not be subject to disclosure under the California Public Records Act (Government Code section 6250 et seq.) until after either City and the successful proposer have completed negotiations and entered into an Agreement or City has rejected all proposals or opted not to proceed with the project. All correspondence with the City including responses to this RFP will become the exclusive property of the City and will become public records under the California Public Records Act. Furthermore, the City will have no liability to the proposer or other party as a result of any public disclosure of any proposal or the Agreement.

Granting of this contract may require disclosure
of personal financial interests under the Political Reform Act.

Attachments

1. City’s Master Professional Services Agreement
Attachment 2

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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 10 of 24 ATTACHMENT 1

SAMPLE AGREEMENT FOR PROFESSIONAL SERVICES

CITY OF EL PASO DE ROBLES

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into as of ________________, 20____ by and between the City of El Paso de Robles, a municipal corporation organized and operating under the laws of the State of California with its principal place of business at 1000 Spring Street, Paso Robles, CA 93446 (“City”), and [***INSERT NAME***], a [***INSERT TYPE OF ENTITY - CORPORATION, PARTNERSHIP, SOLE PROPRIETORSHIP OR OTHER LEGAL ENTITY***] with its principal place of business at [***INSERT ADDRESS***] (hereinafter referred to as “Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.

RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:[***Insert Project Name***] (hereinafter referred to as “the Project”).

B. Consultant is duly licensed and has the necessary qualifications to provide such services.

C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.

AGREEMENT
NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

1. Services.

Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A.” [Alternatively, Scope of Services can be included here and all subsequent exhibits renumbered accordingly.]

2. Compensation.
a. Subject to paragraph 2(b) below, the City shall pay for such services in accordance with the Schedule of Charges set forth in Exhibit “B.” [Alternatively, Schedule of Charges may be included here and all subsequent exhibits renumbered accordingly.] b. In no event shall the total amount paid for services rendered by Consultant under this Agreement exceed the sum of $ [Insert amount of compensation]. This amount is to cover all printing and related costs, and the City will not pay any additional fees for printing expenses.

Periodic payments shall be made within 30 days of receipt of an invoice which includes a detailed description of the work performed. Payments to Consultant for work performed will be made on a monthly billing basis.

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“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 11 of 24

3. Additional Work.

If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.

4. Maintenance of Records.

Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.

5. [Insert Term or Time of Performance].
[If engaging the Consultant for a particular term, use the following provision] The term of this Agreement shall be from [Insert start date] to [Insert end date], unless earlier terminated as provided herein. The Parties may, by mutual, written consent, extend the term of this Agreement if necessary to complete the Project. Consultant shall perform its services in a prompt and timely manner within the term of this Agreement and shall commence performance upon receipt of written notice from the City to proceed (“Notice to Proceed”). [If the City has specific milestones or timelines for performance, please input those requirements in the “Activity Schedule” attached as Exhibit C, otherwise delete Exhibit C.] The Notice to Proceed shall set forth the date of commencement of work.
[If engaging the Consultant to perform a discrete task with a specified deadline, use the following provision]
Consultant shall perform its services in a prompt and timely manner and shall commence performance upon receipt of written notice from the City to proceed (“Notice to Proceed”). Consultant shall complete the services required hereunder within [Insert number of calendar days for performance of the services – if more detail is required attach “Activity Schedule” as Exhibit C, otherwise delete Exhibit C.] The Notice to Proceed shall set forth the date of commencement of work.

6. Delays in Performance.
a. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non-performing party.

For purposes of this Agreement, such circumstances include but are not limited to, abnormal weather conditions; floods; earthquakes; fire; epidemics; war; riots and other civil disturbances; strikes, lockouts, work slowdowns, and other labor disturbances; sabotage or judicial restraint. b. Should such circumstances occur, the non-performing party shall, within a reasonable time of being prevented from performing, give written notice to the other party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement.

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“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 12 of 24

7. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements. b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies. c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

8. Standard of Care
Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing under similar conditions.

9. Assignment and Subconsultant
Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates, and subconsultants as Consultant may deem appropriate to assist in the performance of services hereunder.

10. Independent Consultant
Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an employee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided.

11. Insurance. Consultant shall not commence work for the City until it has provided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section.
a. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City. (ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:

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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 13 of 24 (1) Insurance Services Office Commercial General Liability coverage (Occurrence Form CG 00 01) or exact equivalent. (iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX) exclusion deleted
(7) Contractual Liability with respect to this Contract (8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its officials, officers, employees, agents and City designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (vi) The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured. b. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its officials, officers, employees, agents and City designated volunteers additional insured status.
(iv) Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.
c. Workers’ Compensation/Employer’s Liability
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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 14 of 24 (i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement. (ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section. d. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein. This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend.
e. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit
Commercial General Liability $1,000,000 per occurrence/ $2,000,000 aggregate for bodily injury, personal injury, and property
damage
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate (errors and omissions)
(ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement.

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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 15 of 24 f. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25-S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance. g. Policy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration. (ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.
(iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss.

Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants. (v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.
h. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:

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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 16 of 24 (1) Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law. i. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification.
(ii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement. (iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor any of its officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement. j. Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section.

Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

12. Indemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses.

Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers. b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance of “design professional” services (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, Attachment 2

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“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 17 of 24 pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

13. California Labor Code Requirements.
a. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The requirement to submit certified payroll records directly to the Labor Commissioner under Labor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4.
b. If the services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. Notwithstanding the foregoing, the contractor registration requirements mandated by Labor Code Sections 1725.5 and 1771.1 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Sections 1725.5 and 1771.1. c. This Agreement may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. Any stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor.

14. Verification of Employment Eligibility.

By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but Attachment 2

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“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 18 of 24 not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same. [Delete the following provision and renumber all further provisions, if not applicable.] 15.

City Material Requirements.

Consultant is hereby made aware of the City’s requirements regarding materials, as set forth in [Insert the name of the document that contains the City’s standard material requirements], which are deemed to be a part of this Agreement.

16. Laws and Venue.

This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San Luis Obispo, State of California. 17 Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days written notice to Consultant. In such event, City shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charges or portions thereof which are specified herein.

Consultant shall not be entitled to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant. 18 Documents. Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.

19. Organization
Consultant shall assign _________________________ as Project Manager. The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.

20. Limitation of Agreement.

This Agreement is limited to and includes only the work included in the Project described above.

21. Notice
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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 19 of 24 Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to:

CITY:

City of El Paso de Robles
1000 Spring Street
Paso Robles, CA 93446
Attn: [***INSERT NAME & DEPARTMENT***]
CONSULTANT:
[***INSERT NAME, ADDRESS & CONTACT
PERSON***]
and shall be effective upon receipt thereof.

22. Third Party Rights
Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.

23. Equal Opportunity Employment.

Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such nondiscrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

24. Entire Agreement
This Agreement, with its exhibits, represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder.

Each party acknowledges that no representations, inducements, promises or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void.

This Agreement may not be modified or altered except in writing signed by both Parties hereto. This is an integrated Agreement.

25. Severability
The unenforceability, invalidity or illegality of any provision(s) of this Agreement shall not render the provisions unenforceable, invalid or illegal.

26. Successors and Assigns
This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each party to this Agreement. However, Consultant shall not Attachment 2

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RFP for Organizational & Operational Assessment (PW Dept) Page 20 of 24 assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

27. Non-Waiver
None of the provisions of this Agreement shall be considered waived by either party, unless such waiver is specifically specified in writing.

28. Time of Essence
Time is of the essence for each and every provision of this Agreement.

29. City’s Right to Employ Other Consultants
City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

30. Prohibited Interests
Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no director, official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom. [SIGNATURES ON FOLLOWING PAGE]
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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 21 of 24

SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF EL PASO DE ROBLES
AND [***INSERT NAME***]
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF EL PASO DE ROBLES [INSERT NAME OF CONSULTANT]
By: By:

Chris Huot
City Manager Its:

Printed Name:

ATTEST:

By:

Melissa Boyer
City Clerk
CITY ATTORNEY APPROVAL:

By:

City Attorney
REVIEWED:

By:

City Project Manager
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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 22 of 24

EXHIBIT A
Scope of Work
[Proposed Scope of Work]
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“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 23 of 24

EXHIBIT B
Schedule of Charges/Payments
Consultant will invoice City on a monthly cycle. Consultant will include with each invoice a detained progress report that indicates the amount of budget spent on each task. This is a time-and-materials contract. Consultant will inform City regarding any extra work proposed to be performed by Consultant.

The proposed extra work that is considered out-of-scope will be reviewed. The total compensation shall not exceed [total project cost ($XXX)] without written approval of the City Manager.

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CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
RFP for Organizational & Operational Assessment (PW Dept) Page 24 of 24

EXHIBIT C
Activity Schedule
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City of El Paso de Robles
Operational & Organizational Assessment
of the Public Works Department
DPW #25-14 / PROPOSAL / NOVEMBER 14, 2025
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611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 www.raftelis.com
November 14, 2025
City of Paso Robles
Ms. Melissa Green
Management Analyst
4305 Second Wind Way
Paso Robles, CA 93446
Subject: Proposal for Operational and Organizational Assessment of the Public Works Department (DPW No. 25-14)
Dear Ms. Green:

We are pleased to submit this proposal to conduct an Operational and Organizational Assessment of the City of El Paso de Robles (“City” or “Paso Robles”) Public Works Department. This engagement comes at an important inflection point for the City. Like many public works organizations, Paso Robles has long navigated the challenges associated with historic underinvestment in core infrastructure and support systems—a reality that impacts not only physical assets but also internal organizational capacity. However, recent organizational changes and renewed focus on infrastructure investment, including the passage of Measure I-24, position the City to build a stronger, more resilient foundation moving forward.

Raftelis is well suited to support the City in this important endeavor. We specialize in working with local governments to evaluate operations, identify opportunities for improvement, and develop practical, implementable recommendations that align with each community’s vision, resources, and realities. Our goal is not just to diagnose issues but to offer clear, prioritized, and actionable guidance that enables the City to enhance service delivery and organizational performance over time.

Our approach to this project will be guided by a few key principles:
 A deep bench of Raftelis team members—no subconsultants required. Our project team is composed entirely of Raftelis staff, each with subject matter expertise in the full range of services provided by the City’s Public Works Department, including fleet and facilities, stormwater, landscape maintenance, capital project delivery, and airport operations. Our in-house capabilities allow us to deploy a cohesive, highly integrated team that communicates seamlessly and delivers consistent, high-quality work throughout the project lifecycle.
 An implementation-minded approach rooted in real-world constraints. We understand that local governments operate in a world of limited resources, growing demands, and increasing accountability. Our methodology focuses on helping the City bridge the gap between community expectations and organizational capacity—supporting near-term improvements while identifying where longer-term investments will be necessary to sustain both infrastructure and the workforce that maintains it. We view city employees as critical assets, and we design recommendations to protect, develop, and empower them as stewards of public service.

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611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 www.raftelis.com
 A foundation in asset management and service-level alignment. At the heart of our work is a commitment to helping the City manage its infrastructure responsibly and sustainably. We apply an asset management framework to assess whether current staffing, structure, and systems support the City’s service level goals— and, if not, how those elements might be recalibrated. This approach allows us to support informed, datadriven decisions around both capital and O&M investments that maximize public value.

We appreciate the opportunity to assist the City of El Paso de Robles with this critical assessment. We affirm that Raftelis has no conflicts of interest related to this engagement, and this proposal will remain valid for a period of 60 days. No conflicts of interest exist in the provision of services. I am authorized to bind the firm and would be happy to answer any questions you may have.

Sincerely,
Jonathan Ingram
Vice President – Local Government Organizational Assessment Practice P: 513.221.0500 / E: [email protected]
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Table of
Contents
Firm Overview .......................................... 1 List of Personnel ..................................... 4 Work Program .......................................... 5 Timeline .................................................. 21 Work Budget .......................................... 22 References ............................................. 23 Appendix: Resumes .............................. 25
Giving back
The Raftelis Charitable Gift Fund seeks to
make a difference on issues that matter to
our clients and employees by helping build
sustainable, inclusive communities locally
and worldwide. We do this by allocating
company profits and employee contributions
of time and money. We support
organizations that:
 Promote efficient, sustainable resource
use
 Advance diversity, equity, and
inclusion within the public sector
 Invest in access to clean water and
sanitation
 Help vulnerable communities by
addressing affordability issues
Cover photo courtesy of Charlie Day (Flickr)
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RAFTELIS 1

FIRM OVERVIEW
Who is Raftelis
RAFTELIS: HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE.

Since our founding in 1993, local government and utility leaders have partnered with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story.

We’ve helped more than 700 organizations in the last year alone. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators—constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek.

Firm Identification
Firm Name: Raftelis Financial Consultants, Inc. (DBA Raftelis) Firm Contact Information: 611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 P: 513.221.0500 / E: [email protected]
Contact Person: Jonathan Ingram, Vice President / P: 513.221.0500 / E: [email protected] Subconsultants: Raftelis will not be utilizing any subconsultants for this project.

We believe that Raftelis is the right fit for this project. We provide several key factors that will benefit the City and help to make this project a success.

RESOURCES AND EXPERTISE: This project will require the resources necessary to effectively staff the project and the skillsets to complete all required components. With more than 190 consultants, Raftelis has one of the largest local government management and financial consulting practices in the nation. Our depth of resources will allow us to provide the City of Paso Robles with the technical expertise necessary to meet your objectives. In addition to having many of the industry’s leading management and financial consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed.

DECADES OF COLLECTIVE EXPERIENCE: Our associates and subject matter experts have decades of experience strengthening local municipalities and nonprofit organizations. They’ve served in a wide range of positions, from city manager to public works director to fire chief.

PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS: You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may assign your business to junior-level people, our approach provides exceptional service from senior-level consultants.

NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We’re consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients.

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RAFTELIS 2

FIRM CAPABILITIES
FINANCE: Promote financial integrity and the
equitable recovery of costs to achieve your objectives
 Rate, charge, and fee studies
 Financial and capital planning
 Cost of service and cost allocation
 Customer assistance programs
 Affordability analysis
 Utility valuation
 Budget development
 Financial condition assessments
 Debt issuance support
 Economic feasibility and analysis
 Regulated utility support
COMMUNICATION: Inform and engage with your
stakeholders to build understanding and support
 Strategic communication planning
 Public involvement and community outreach
 Public meeting facilitation
 Graphic design and marketing materials
 Media and spokesperson training
 Risk and crisis communication
 Social media strategy
 Visual facilitation
 Virtual engagement
 Technical writing and content development
STRATEGIC PLANNING/FACILITATION:

Plan for the future to guide your organization to success  Organization, department, and community-based
strategic planning
 Climate action planning
 Effective Board / Commission / Council governance
 Retreat planning and facilitation
STORMWATER UTILITY SERVICES: Implement
sustainable financial practices to equitably fund your
stormwater program
 Stormwater utility development and implementation
support
ORGANIZATIONAL ASSESSMENT: Identify needs,
plan for the future, and implement positive changes
 Organizational and operational assessments
 Performance measurement
 Staffing analysis
 Sustainability
 Organizational climate and culture
 Asset management and operations
 Regional collaboration and service sharing
TECHNOLOGY: Gain insights from your data and
develop tools to increase effectiveness and
engagement
 Cybersecurity services
 Strategic technology planning services
 Financial management technology services
 Customer management technology services
 Maintenance and asset management technology services
 Data management, analytics, and visualization
 Custom software solutions
EXECUTIVE SERVICES: Identify and develop top
talent to lead local governments and utilities
 Executive recruitment
 Executive coaching
 Executive performance evaluations
SOLID WASTE SERVICES: Deliver effective solid
waste services while ensuring financial sustainability
and customer engagement
 Solid waste plans & sustainable materials management
planning & implementation
 Grant application assistance
 Billing technology planning and implementation
 Collection/routing and disposal/processing planning,
procurement, and implementation
 Rates and financial modeling
 Benchmarking and best practices
 Regulation and compliance
 Communications and public engagement
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RAFTELIS 3
Ability to Perform Quality Work, Control Costs, and Meet Time Schedules
Throughout the project, Raftelis will conduct ongoing project management and administration. As Project Manager, Jonathan will plan, coordinate, monitor, and control all project tasks in concert with all other appropriate project team members. By keeping all activities coordinated, the team can adhere to the agreed upon project schedule.

Raftelis includes a regular and consistent project team and communications with the City, consisting of a combination of email and phone correspondence as well as virtual meetings. The most important aspect of communications is the approvals process and having a clear understanding of the City’s approval protocols. This ensures the City is involved with the project’s progress needs and prevents surprises in deliverables and invoicing.

Jonathan is responsible to track and project forward all personnel hours and expenses incurred on each task. Raftelis believes the City should be made aware of any “assignment creep” where approved tasks are expanded beyond what was initially contracted. As necessary, regular reporting will provide an indication of how the project schedule is proceeding and whether there are issues that need to be addressed relative to analysis, approach, assumptions, schedule, and/or administration.

For quality assurance purposes, Jonathan will issue guidance to each Raftelis project team member prior to the commencement of work to convey expectations, sources to use for problem solving, and the budget and schedule.

Jonathan will provide guidance on project strategy, direction, and written deliverables to assist in minimizing the cost and time needed for editing and production prior to submittal to the City. For quality control, prior to submitting draft work products, each item is internally reviewed by Jonathan and revised to ensure consistency of professional quality and performance prior to submission to the City.

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RAFTELIS 4

LIST OF PERSONNEL
Project Team

WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE

IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE
SUCCESS OF THE CITY’S PROJECT.

Our project team is made up of senior-level consultants with direct local government experience. An organizational chart of our project team is provided below. Resumes, including qualifications and project roles, are provided in the Appendix.

City of
El Paso de Robles

STAFF CONSULTANTS
James Flick
Polly Englot
Kaelan Boyd
Jordan Jerkovich

PROJECT MANAGER /

OPERATIONS ASSESSMENT
Jonathan Ingram

PROJECT MANAGEMENT SUPPORT
Ben Kittelson

SUBJECT MATTER

EXPERTS
Brandon Vatter, PE
Capital Delivery & Stormwater
Brian Stapleton, PhD
Data and Benchmarking
Brian Kirsch, PhD
Data and Benchmarking
Jim Armstrong
Airport Operations
Joan Schoening
Information Technology
Mahdi Aluzri, PE
Engineering
Doug Spiers, PE
Technology - CMMS
Jason Small
Technology - CMMS
Rebekka G. Hosken
Internal Services

ASSET MANAGEMENT/

OPERATIONS ASSESSMENT
J. Scott Parker
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RAFTELIS 5

WORK PROGRAM
Work Program
The City of El Paso de Robles is seeking a qualified consultant to conduct a comprehensive Operational and Organizational Assessment of its Public Works Department, with a focus on identifying opportunities to enhance the efficiency, effectiveness, and sustainability of City services. This project comes at a pivotal time as the City prepares to implement its new local sales tax initiative (Measure I-24), deliver a growing capital improvement program, and manage increasingly complex infrastructure, service demands, and regulatory responsibilities.

Our team is excited about the opportunity to partner with the City in this effort. We bring deep experience in conducting public sector assessments that are grounded in asset management principles and best practices, with the goal of helping communities like Paso Robles make well-informed, data-driven decisions regarding both capital investment and operations and maintenance. We approach each project with the understanding that City leaders need actionable insights—not only about how services are currently delivered, but also about the organizational structure, staffing models, work processes, technology systems, and resource allocations that will enable highperformance service delivery in the future.

This assessment will not rely on off-the-shelf best practices or one-sizefits-all solutions. Instead, our focus is on understanding the unique operating environment, service expectations, and organizational evolution of the Paso Robles Public Works Department. We begin from a place of respect for the staff and structures that have brought the organization to where it is today, and we work collaboratively to identify where process improvements, strategic investments, or policy adjustments could unlock additional capacity or improve outcomes.

We assume good intent, and we believe that lasting change stems from inclusive engagement, shared understanding, and realistic planning—not from top-down directives.

Our approach will be guided by proven frameworks that help ensure public infrastructure is managed sustainably, risk is minimized, and value is delivered to the community. In particular, we will apply a performance-based asset management lens throughout the assessment, and we will tailor our recommendations to align with both community-level service goals and the internal systems and staffing needed to deliver on those goals consistently.

We believe that the most valuable outcomes of this project will come not just from identifying gaps or inefficiencies, but from helping the City align its people, processes, and technology with its long-term vision and fiscal reality. Our recommendations will be framed in a way that equips City leaders to make informed choices, prioritize among competing needs, and implement change confidently—even in a resource-constrained environment.

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RAFTELIS 6
To complete this work, our team will apply a project approach, focusing on these specific objectives using our “Six R” approach. This involves soliciting and collecting information on City Responsibilities, Resources, Requirements, and Results in order to identify possible organizational and operational Recommendations with an associated Roadmap to implement positive change. This approach is depicted in the graphic below.

Responsibilities – What drives the need for your services? It might be the organization’s vision, mission, Federal, State, local ordinance, or community service standards or expectations. We review these drivers to better understand service level constraints and opportunities for change.

Resources – What assets are available to achieve your responsibilities? These may include time, human resources, staffing, management capacity, financial position, contractual services, technology, and equipment and facilities.

We assess the adequacy of these resources based on the service level expectations.

Requirements – What direction is provided to staff? The method by which staff approach service delivery is often guided by laws, codes, policies, and procedures or informal mechanisms like past practices or on-the-job training.

These sources provide staff with direction on how they approach tasks and complete their work. We review these business processes to determine opportunities for improvement.

Results – What are the outcomes of your services? Our approach connects your responsibilities, resources, and requirements with the outcomes expected of your services. We assess measures of efficiency and effectiveness to assist in data-driven decision-making.

Recommendations – Are there opportunities for improvement? Based on our qualitative and quantitative analysis of your programs and services, we develop recommendations for improving organizational performance. These changes can range from high-level considerations (i.e., should we be in this business?) to strategic issues (i.e., should we consider alternative service sources?) to tactical issues (i.e., how can we improve the productivity, efficiency, and effectiveness of the activity or service?).

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RAFTELIS 7
Roadmap – How do we get there? We develop a plan that will guide the organization through the implementation of the recommendations for improvement. The Roadmap offers the recommended priority order of implementation, suggestions for phasing, and key milestones for success. It also serves as a valuable tool for the organization and the community to promote accountability and communicate progress toward implementation.

THE FOLLOWING DETAILS THE PROPOSED WORK PLAN FOR THE CITY.

Activity 1: Project Initiation and Chartering Workshop
The project will begin with a structured engagement process designed to establish clarity of purpose, confirm expectations, and build shared ownership of the assessment process among City leaders and the Public Works Department. This foundational phase will also set the stage for effective communication and collaboration throughout the project lifecycle.

Kickoff Meeting with City Leadership and Project Sponsors Our team will convene an initial kickoff meeting with the City Manager, Public Works Director, and members of the City’s designated project team. The goal of this session will be to solidify a shared understanding of the study’s purpose, the City’s motivations and expectations, and any known concerns or priorities that may guide the assessment. We will facilitate a discussion focused on leadership’s vision for the Public Works Department, key questions the City hopes to answer through this effort, and how the final recommendations will be used to inform organizational or policy decisions.

This discussion will also include a practical review of logistics, deliverables, and expectations for communication and
responsiveness. We will confirm preferred communication protocols, assign project points of contact, and finalize the project schedule. This will ensure that all participants are aligned from day one on how to work together efficiently and effectively.

Initial Data Request and Project Infrastructure Setup
At or immediately following the kickoff meeting, we will provide a structured initial data request that will form the foundation of our document and data review. Requested items may include but are not limited to:
 Organizational charts and department rosters
 Budget documents and capital project funding allocations  Job descriptions and salary schedules
 Division-level work plans and maintenance schedules
 Infrastructure inventories and asset condition data
 Capital improvement program (CIP) planning documents
 Use and configuration of CMMS and project management tools  Recent consultant reports or performance audits
 Policies and procedures relevant to procurement, staffing, training, or service delivery  Turnover and retirement eligibility data
 Training records and professional development plans
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RAFTELIS 8
We will work with the City’s team to establish a secure and streamlined method for uploading and organizing documents, which will remain accessible to both parties throughout the project. The data request will be refined and supplemented as new questions and lines of inquiry emerge during the assessment.

Chartering Workshop with Key Stakeholders
Shortly after the kickoff meeting, our team will facilitate a half-day, in-person Chartering Workshop designed to engage a broader set of stakeholders in establishing the foundation for a successful assessment. Participants will include leadership from the Public Works Department and key internal support departments, such as Human Resources, Finance, and Information Technology. Representation from the City Manager’s Office and administrative leadership will also be encouraged.

During this interactive session, we will:
 Define a common understanding of the project’s scope, objectives, and desired outcomes  Establish a shared definition of success from the perspective of each participant  Identify and prioritize key organizational questions, challenges, or tensions to explore  Discuss known bottlenecks or barriers to effectiveness  Clarify expectations for employee engagement, transparency, and participation  Develop a shared communications framework to ensure that all voices are heard and key stakeholders remain informed throughout the process
The Chartering Workshop will foster internal alignment and set the tone for a collaborative and constructive assessment. It will also provide our team with critical insight into internal dynamics and expectations that will shape our fieldwork and analysis in subsequent phases.

Meetings:
 Virtual project kick-off meeting
 In-person project chartering workshop
Deliverables:
 Kickoff meeting agenda and summary
 Initial data and document request
 Final project schedule and communication
protocol
 Chartering Workshop briefing materials
 Chartering Workshop summary memo
Activity 2: Existing Conditions Analysis
This activity represents the heart of our diagnostic effort and is designed to develop a comprehensive understanding of how the Paso Robles Public Works Department is currently structured, staffed, and operating across its eight functional divisions. Through a combination of document and data analysis, structured interviews, field-level engagement, and direct input from employees across the organization, we will build a detailed picture of the department’s baseline condition — its strengths, constraints, and the specific operational challenges that may be limiting service delivery effectiveness or organizational performance.

By integrating structured staff engagement activities with our operational and organizational review, we ensure that the insights of frontline workers, technical experts, and supervisors are incorporated into the assessment from the outset. This approach enhances both the accuracy of our findings and the credibility of our final recommendations.

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RAFTELIS 9
Organizational Mapping and Functional Documentation
We will begin this phase by conducting a detailed mapping of the department’s current organizational structure, programs, and staffing allocations. For each of the eight major divisions — Administration, Capital Projects Engineering, Paso Robles Municipal Airport, Stormwater Program, Streets Maintenance, Facilities Maintenance, Fleet Maintenance, and Landscape Maintenance — we will document the following:
 Key functions and responsibilities
 Supervisory relationships and reporting lines
 Staffing levels, classifications, and vacancies
 Core programs and services provided
 Interdependencies between divisions and other City departments  Areas of service overlap, duplication, or ambiguity in responsibility This information will be drawn from organizational charts, budget documents, job descriptions, departmental work plans, and interviews with management and supervisory staff. Particular attention will be paid to how the recent departmental restructuring (including the transfer of landscape and facilities maintenance functions into Public Works and the creation of a standalone Utilities Department) has impacted operations, workload distribution, and coordination.

Core Services Inventory and Preliminary Issues Identification As part of this review, we will develop a detailed Core Services Inventory that profiles each major work unit and program. For every identified program or service, we will document:
 Program mission and objectives
 Mandated versus value-added status (e.g., regulatory requirement vs. community-prioritized enhancement)  Current service levels and performance targets
 Assigned staffing and budget
 Applicable industry standards or benchmarks (e.g., APWA, AWWA, IFMA, NAFA)  Delivery model (in-house vs. contract)
 Challenges and constraints identified through interviews or performance data This inventory will serve as the foundational tool for our later analysis of resource adequacy, service level alignment, and opportunities for structural or staffing adjustments.

Interviews and Small Group Listening Sessions
To complement the structural and document review, we will conduct a robust series of stakeholder interviews and small-group listening sessions. These sessions will include:
 The City Manager’s Office and senior administrative staff  Public Works Director and Division Managers
 Technical leads and program managers
 Finance, HR, and IT representatives supporting the department  Key staff from field operations, administrative support, and contract management  Labor representatives, where appropriate
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RAFTELIS 10
Through these engagements, we will explore how strategic goals are translated into operational practice, where communication and coordination may be breaking down, and how staff at different levels perceive the department’s effectiveness and culture. Our interview protocol will focus on:
 Alignment between roles, responsibilities, and resources  Use of technology and data in decision-making
 Effectiveness of internal support systems (e.g., procurement, recruitment, HRIS, CMMS)  Key sources of delay, inefficiency, or duplication in work processes  Staff training, development, and retention strategies  Morale, engagement, and ideas for improvement
Summary of Findings and Emerging Themes
At the conclusion of this phase, we will develop a comprehensive summary of emerging issues and operational themes, organized by division and function. We will review that in a workshop with the City’s project team. This summary will highlight:
 Misalignments between staffing, expectations, and resources  Process inefficiencies and opportunities for redesign  Coordination or leadership challenges
 Barriers to employee success, satisfaction, and retention  Areas where the department is performing well and should build upon existing strengths It is important to emphasize that our intent is to engage thoughtfully and respectfully with staff at all levels of the Public Works Department—to listen, to learn, and to understand not just how the department is currently structured and how services are delivered, but why those decisions and arrangements have evolved in the ways they have. We approach this work with humility and without preconceived notions about what should change. Our foundational belief is that the department’s current organization and service model were established for good reason—based on the realities, priorities, and constraints of their time.

We seek to honor that context and recognize the substantial effort and intention that has shaped the department, particularly in light of the City’s recent organizational realignment. This assessment is not about finding fault, but about building understanding and identifying opportunities to ensure that the department is positioned to operate as effectively, responsively, and sustainably as possible within today’s—and tomorrow’s—operating environment.

Meetings:
 Four days of in-person staff interviews and focus
groups
 Virtual activity debrief workshop and review of
departmental issues and focus areas
Deliverables:
 Core Services Inventory
 Interview and Focus Group Summary
 Issues and Themes Memorandum
Activity 3: Organizational and Operational Assessment and Comparative Analysis
Building upon the foundational understanding developed through interviews, staff engagement, and document review, this phase focuses on a rigorous analysis of the department’s organizational structure, staffing levels, work processes, and operational performance. Our goal is to identify opportunities for improvement, innovation, and alignment with best practices—always in the context of Paso Robles’ size, resources, service demands, and evolving capital investment strategy.

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RAFTELIS 11
Rather than viewing each element in isolation, this activity integrates multiple diagnostic lenses into a single, cohesive evaluation. We will examine how people, processes, and systems function together to deliver services— and how those interactions can be improved to better serve the community, maximize available resources, and support internal staff.

Comparative Benchmarking and Best Practice Review
To ground our analysis in a broader context, we will conduct targeted benchmarking against peer jurisdictions and industry standards. Working in collaboration with City staff, we will identify five to six comparison agencies that reflect similar service responsibilities, organizational scope, and regional context. Potential benchmark cities may include San Luis Obispo, Atascadero, Santa Maria, and other Central Coast communities with comparable infrastructure portfolios, staffing models, and capital project pipelines.

Our benchmarking review will focus on practical, actionable insights rather than superficial comparisons. We will analyze:
 Staffing structures by functional area (e.g., Streets, Fleet, Facilities, Engineering)  Capital delivery staffing models and timelines
 Supervisory ratios and span of control
 Use of contract services vs. in-house staff
 Service delivery innovations, including technology applications and cross-functional teams  Performance metrics and accountability practices
In addition to comparisons with peer agencies, we will review relevant guidelines and operational standards from a range of leading professional associations that correspond to the current functions and responsibilities of the Paso Robles Public Works Department. These standards will serve as reference points for identifying scalable, field-tested opportunities for service improvement and operational alignment.

For general public works operations, we will reference best practices from the American Public Works Association (APWA), including service delivery, organizational structure, and performance benchmarking. In evaluating fleet management, we will draw from the National Association of Fleet Administrators (NAFA) to assess maintenance practices, staffing models, and asset replacement strategies. For facilities management, including custodial and building maintenance functions, we will use industry standards published by the International Facility Management Association (IFMA) to inform our evaluation of staffing ratios, service levels, and space utilization.

Given the Department’s responsibility for landscape and grounds maintenance, we will incorporate applicable guidance from the National Recreation and Park Association (NRPA)—particularly in relation to maintenance frequencies, service level tiers, and sustainability practices. Our review of stormwater management programs will be grounded in federal and state regulatory requirements, supplemented by best practice frameworks from APWA and related environmental infrastructure associations.

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RAFTELIS 12
Lastly, for Paso Robles Municipal Airport operations, we will incorporate relevant guidance from the American Association of Airport Executives (AAAE) and the Federal Aviation Administration (FAA), with attention to facility upkeep, airfield maintenance, and general aviation support service standards.

Together, these resources will inform our understanding of what constitutes effective, scalable, and sustainable service delivery in each functional area currently overseen by the Paso Robles Public Works Department. This reference framework will support our ability to tailor recommendations that are both achievable within the City’s context and aligned with accepted professional practices.

Staffing and Workload Assessment
We will conduct a data-informed analysis of staffing adequacy, workforce deployment, and overall capacity across every Public Works division, explicitly linking service-level expectations—those articulated by the community and codified in the professional standards referenced above—to the people, partnerships, and dollars currently available to deliver them. Our approach combines quantitative workload modeling with qualitative operational context to determine whether existing resources, organizational design, and contracting strategies can meet both today’s obligations and the City’s evolving goals.

Connecting workload to capacity

1. Identify workload drivers. For each core service we will quantify the primary workload generators (e.g., lane-mile deterioration rates, fleet service hours, facility square footage, tree canopy growth, capital-project pipeline, storm-event frequency, airport operations counts, wastewater flow volumes, solid-waste tonnage, and regulatory inspection cycles).

2. Translate drivers to service-level targets. Using community expectations, Council priorities, and bestpractice guidance from APWA, AAAE, IFMA, NRPA, NAFA, and others, we will express each workload driver as a measurable service-level goal—for example, pothole repairs within X days, % of fleet PMs completed on schedule, acres mowed per week, or capital projects delivered on budget and on time.

3. Map goals to current capacity. We will model how many labor hours, supervisory positions, contract dollars, pieces of equipment, and technology supports are required to achieve each goal, and compare this to what the City currently fields in-house or via contract.

Analytical toolkit
Where data are available, we will apply functional ratios and benchmarks that tie directly to service-level delivery, including—but not limited to:
 Lane miles per street crew and repair frequency (Streets)  Mechanical Unit Equivalents (MUEs) per technician (Fleet)  Square footage and facility-type intensity per facilities craftsperson (Facilities)  Tree canopy acreage and geographic distribution per arborist crew (Landscape)  Project complexity, volume, and phasing schedules per project manager/inspector (Capital Engineering)  Service calls, inspections, and regulatory sampling frequencies per stormwater field crew (Stormwater / Collections)
 Annual operations count and airfield maintenance standards per airport maintenance specialist (Airport) In-house versus contract mix
We will evaluate the current use of temporary, contractual, and consultant labor, asking:
 Does the contract strategy match the volatility or specialization of the workload? Attachment 3

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 Where could additional in-house capacity lower life-cycle cost, improve institutional knowledge, or enhance customer responsiveness?
 Conversely, where might strategic outsourcing or public-private partnerships free staff to focus on core competencies?
From findings to actionable structure
Our deliverable will do more than flag “gaps.” For every major program we will:

1. Present a right-sized staffing plan—number of crews, craft mix, supervisory span, administrative support, and recommended reporting lines.

2. Highlight enabling process or technology changes that could unlock capacity without adding headcount (e.g., mobile work-order platforms, streamlined procurement steps, or integrated assetplanning dashboards).

3. Offer contracting/partnership recommendations where shared services or vendor support better match workload volatility or technical specialization.

4. Quantify resource deltas. If achieving the current service-level targets remains unrealistic within projected resources, we will explicitly define alternative service-level adjustments that will allow the department to operate sustainably and transparently within its fiscal, human-resource, and risk parameters.

This balanced, evidence-based approach—grounded in real workload, aligned to clearly defined service outcomes, and respectful of fiscal realities—ensures that final recommendations are both operationally sound and pragmatically achievable in Paso Robles’ public-sector environment.

Work Process Evaluation and Continuous Improvement Opportunities Public Works departments often carry forward operational processes that have evolved incrementally over time— shaped by legacy systems, past leadership preferences, or staffing limitations. While these processes may be functional, they frequently fall short of fully leveraging the capabilities of modern tools, workforce skillsets, or best practice models. As part of this phase, we will conduct a focused evaluation of several high-impact operational processes across the department, with a specific aim of identifying areas where time, resources, or staff capacity are being consumed inefficiently—and where strategic process redesign can unlock measurable gains in performance, responsiveness, and service quality.

Our emphasis on process improvement is rooted in a clear goal: to generate organizational capacity. That is, we seek to uncover opportunities where more efficient workflows, better role clarity, or elimination of redundant approvals can free up labor hours and reduce administrative burden without requiring additional staffing. This is especially critical in a resource-constrained municipal environment like Paso Robles, where the demand for services often outpaces the available headcount. By optimizing how work flows through the system, we can enable staff to spend more time delivering high-value services and less time navigating avoidable delays or workarounds.

This work will be grounded in our team's extensive training in LEAN and Six Sigma methodologies, which emphasize the elimination of non-value-added steps and the consistent delivery of value to three key stakeholder groups:

1. The end customer—ensuring timely, responsive, and equitable service delivery

2. Internal colleagues—supporting effective coordination and minimizing rework

3. The public and regulatory environment—maintaining compliance, safety, and public trust Sample processes for analysis may include:

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 Work planning and scheduling (including
integration with CMMS and GIS platforms)
 Field-to-office communications and data handoff
procedures
 Purchasing and procurement workflows, including
contract approvals
 Capital project initiation, design review, and
change-order management
 Preventive maintenance and asset lifecycle tracking
 Infrastructure permitting and interdepartmental
coordination
We will assess whether the right people have the right
information at the right time. We will pay particular
attention to areas where technology has been deployed—
such as CMMS, permitting platforms, or asset
management systems—but where the underlying business
processes may not have been adapted to take full advantage of those tools. Codifying inefficient processes in software not only wastes valuable investment but can also entrench dysfunction over time. Our approach seeks to reverse that pattern by ensuring process effectiveness precedes process automation.

In alignment with industry-leading asset management frameworks, we will also assess the department’s ability to make informed, risk-based decisions about infrastructure investments and maintenance priorities. This includes evaluating how work order data, asset condition scores, and capital planning inputs are generated, used, and
integrated into everyday decision-making.

Finally, we will examine how the department currently
incorporates performance data, employee insights, and
lessons learned into its continuous improvement efforts.

Where such systems are informal or underdeveloped, we
will offer targeted, scalable recommendations to build a stronger and more intentional culture of performance
management and operational learning over time.

Organizational Structure and Strategic
Alignment Review
A key objective of this activity is to assess whether the current organizational structure is well aligned with the department’s mission, functions, and future workload. Our analysis will explore:
 Role clarity and delegation of authority
 Span of control and managerial workload
 Vertical vs. horizontal alignment across functions
 Integration between maintenance, engineering, and support divisions  Organizational readiness for succession planning and staff development We will evaluate the impact of the City’s recent reorganization—particularly the movement of Utilities into a separate department and the addition of Landscape and Facilities Maintenance into Public Works. This transitional Attachment 3

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moment presents a unique opportunity to review the current structure with fresh eyes and ensure that divisions and teams are configured for optimal coordination, accountability, and long-term sustainability.

We will also assess how the department’s internal structure supports or hinders key organizational priorities, such as accelerating capital project delivery under Measure I-24, responding to public service requests, or integrating asset management and performance data into day-to-day decision-making.

Technology and Support Systems Review
Underlying much of the department’s performance is the functionality and integration of its support systems— including technology platforms, financial tracking tools, and human resource processes. As part of this activity, we will assess:
 Current use and configuration of CMMS and project management tools  Access to real-time information and field-to-office communication systems  Budget and procurement processes as they relate to operational agility  Hiring and onboarding workflows, especially in high-turnover or hard-to-fill positions  Training platforms and recordkeeping
 Availability and use of data for decision-making and performance monitoring Where possible, we will recommend strategies to better leverage existing tools, improve cross-functional coordination, and streamline administrative burdens so staff can spend more time delivering core services.

Following the completion of our staff engagement, operational analysis, and organizational review, we will synthesize our observations, assessment results, and comparative benchmarking insights into a clear set of preliminary findings and draft recommendations. This step represents a critical transition from diagnostic work to strategic planning—and it is designed to ensure that any recommendations we ultimately formalize are grounded in the practical realities, institutional context, and operational dynamics of Paso Robles.

Preliminary Findings and Draft Recommendations
Our preliminary recommendations will focus on actionable strategies to improve organizational performance, enhance service delivery, and strengthen the internal structures and processes that support the Public Works Department’s operations. These recommendations will span topics such as:
 Right-sizing staffing levels and adjusting supervisory spans of control  Improving coordination and internal communication across divisions  Streamlining workflows and eliminating process bottlenecks  Leveraging technology and data to improve efficiency and decision-making  Structuring capital project delivery teams to manage Measure I-24–related workload  Clarifying roles, responsibilities, and interdepartmental handoffs  Balancing in-house and contract-delivered services based on workload volatility and core competency  Aligning service-level expectations with available resources—or identifying resourcing needs to meet existing expectations
Importantly, our recommendations will reflect a balance between current constraints and long-term aspirations.

Where capacity gaps exist, we will not only suggest organizational or staffing changes but will also identify alternative strategies—such as re-aligning service levels or adjusting performance targets—to help the City make transparent, well-informed decisions about how best to deliver services within available means.

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Before formalizing these recommendations in our written report, we will facilitate a half-day, in-person workshop with the City’s project team and other designated internal stakeholders. The purpose of this session is threefold:

1. Validate our interpretation of findings. We will share what we’ve learned through our analysis, employee engagement, and benchmarking efforts, and confirm that our understanding of key issues aligns with the lived experience of department leadership and City executives.

2. Pressure-test potential recommendations. We will present a curated set of draft recommendations, explore how they would function in practice, and assess potential implementation challenges, opportunities, and dependencies.

3. Solicit internal input and refine direction. By involving key voices from Public Works and the broader organization before finalizing recommendations, we ensure that the resulting action plan is relevant, supported, and feasible within Paso Robles’ unique organizational, fiscal, and operational context.

The workshop will be structured around a high-level slide presentation that outlines key themes, representative data visuals, early recommendations, and a facilitated discussion framework. We will use interactive elements such as live polling, small group breakouts, or “dot voting” (depending on group size and preference) to ensure full engagement from participants and to help surface consensus or concerns in real time.

The feedback gathered during this workshop will directly inform the preparation of the draft and final reports and will ensure that our deliverables are not only technically sound, but also broadly understood and institutionally owned by those responsible for implementation.

Meetings:
 Recurring project check-ins during this extensive
analytical phase
 In-person Preliminary findings and
recommendation workshop
Deliverables:
 Preliminary Findings and recommendations
PowerPoint
Activity 4: Draft and Final Report, Implementation Roadmap, and Final Presentation
The final phase of the project focuses on documenting the results of our assessment, translating our findings and recommendations into a practical roadmap for implementation, and delivering those results in a manner that is clear, accessible, and actionable for both internal staff and external stakeholders.

Draft Report Development
Following the in-person feedback workshop and any final rounds of follow-up analysis, we will prepare a comprehensive draft report that includes all key findings, insights, and recommendations developed over the course of the project. The report will be organized in a manner that aligns with the structure and progression of the assessment itself and will include the following major components:
 Executive Summary
 Methodology and Approach
 Summary of Departmental Operations and Organizational Context  Results of Staff Engagement Activities (interviews and focus groups)  Comparative Benchmarking and Best Practice Research
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 Staffing and Workload Analysis by Program Area
 Operational and Process Improvement Opportunities
 Organizational Structure and Supervisory Span Review
 Technology and Support Systems Observations
 Preliminary Recommendations and Supporting Rationale
 Discussion of Alternative Service-Level Options (where applicable)  Appendix of Data Tables and Supporting Materials
The draft report will be provided to the City’s project team for review and comment. We request a single, consolidated set of comments to ensure that we can address feedback efficiently and make any necessary clarifications or refinements.

Final Report and Implementation Action Plan Roadmap
Upon receiving feedback on the draft report, we will prepare the final report, incorporating all agreed-upon revisions, clarifications, and additions. As part of the final deliverable, we will also include a phased Implementation Action Plan Roadmap designed to support the City’s ability to move forward with recommendations over time.

This roadmap will translate strategy into execution by:
 Identifying short-, medium-, and long-term implementation priorities  Sequencing recommendations based on impact, effort, and dependency  Assigning accountable parties and internal leads for each action item  Identifying required resource investments or cost implications, where known  Suggesting relevant metrics or milestones for tracking progress This plan will be designed to be dynamic—something that the Public Works Department and City leadership can use as both a planning tool and a communications document when discussing progress with stakeholders and the broader community.

Final Presentation to City Leadership
We will conclude the engagement with a formal final presentation to City leadership, project sponsors, and any additional audiences identified by the City. This may include elected officials, the broader Public Works management team, or representatives from support departments. The format and audience for this session will be tailored based on the City’s goals—whether the focus is internal alignment, public communication, or securing support for implementation.

This presentation will summarize key findings, walk through the recommendations and roadmap, and provide an opportunity for discussion, questions, and shared reflection. If desired, we can facilitate portions of the presentation as a working session focused on immediate next steps or cross-departmental coordination.

Meetings:
 Draft Report Review Meeting
Deliverables:
 Draft Report (PDF)
 Final Report (PDF and editable format)
 Implementation Action Plan Roadmap
 Final Presentation (PowerPoint)
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Optional Activity 5: Change Management and Implementation Strategy Workshop
To support successful implementation of the assessment’s recommendations and ensure long-term organizational alignment, the City may elect to include an optional, facilitated Change Management and Implementation Strategy Workshop. This session is designed to build on the Implementation Action Plan Roadmap developed in Activity 5, by applying structured change management tools to increase internal ownership, enhance crossdepartmental coordination, and support sustained momentum through the initial phases of execution.

Workshop Purpose and Design
The central goal of this session is to expand the initial implementation roadmap into a functional strategy that is actively supported by the people responsible for making change happen across the organization. This workshop will bring together key staff from across the Department of Public Works, along with senior leaders and representatives from critical internal service departments—including Human Resources, Finance, and Information Technology— whose participation will be essential to executing many of the recommendations.

The workshop will be facilitated using ProSci’s ADKAR® methodology, a best-practice framework for managing organizational change that emphasizes five key building blocks:
 Awareness of the need for change
 Desire to participate and support the change
 Knowledge of how to change
 Ability to implement required skills and behaviors
 Reinforcement to sustain the change
Through structured exercises, facilitated discussions, and scenario planning, participants will collectively:
 Identify change impacts and resource needs across functional areas  Surface risks, barriers, or concerns that could impede implementation  Define roles, responsibilities, and communications strategies  Prioritize initial “quick wins” and long-term change anchors  Align the roadmap to existing initiatives and operational capacity  Develop messaging and internal engagement plans that reflect the City’s values and culture Integration with Organizational Workflows
A core emphasis of this activity is integration. We recognize that the City is actively evolving, and that implementation of assessment recommendations must be calibrated to fit alongside other strategic initiatives, capital projects, staffing transitions, and technology deployments already in progress. By engaging cross-functional stakeholders early, we create an opportunity to align efforts, minimize duplication, and support effective change without overwhelming the organization’s bandwidth.

This workshop also helps ensure that the Implementation Roadmap is not viewed as a consultant deliverable to be filed away, but as a shared operational tool that reflects local realities and enjoys buy-in across all levels of the organization.

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Meetings:
 One-day change management workshop
Deliverables:
 Workshop Agenda and Facilitation Materials
 ADKAR®-informed Implementation Strategy
Workbook
 Workshop Summary Memo with Change
Management Strategy Elements
 Revised Implementation Roadmap (if needed
based on session outcomes)
Optional Activity 6: Facilitated Governing Body Workshop As an optional capstone to the assessment process, we propose a Facilitated Governing Body Workshop designed to engage the City Council or other designated members of the City’s elected leadership in a structured, transparent, and practical discussion about priorities, resources, and implementation readiness. This session will serve as a critical bridge between the technical findings of the assessment and the policy-level decisions that must follow in order to move implementation forward effectively.

Workshop Purpose and Structure
The goal of this workshop is to provide elected officials with a clear and accessible overview of the assessment findings and to guide them through a prioritization process—focusing on which recommendations or service areas they view as most important to pursue in the short, medium, and long term. This is not simply a presentation of results, but a facilitated working session that creates space for the governing body to discuss tradeoffs, surface questions, and align on the direction the City should take.

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Crucially, this workshop also provides an opportunity to have an open and deliberate conversation about servicelevel expectations—particularly where resource constraints, staffing limitations, or infrastructure challenges may make full implementation of recommendations
difficult in the near term. We will present the governing body with specific decision points that clarify the
implications of maintaining, enhancing, or modifying
current service levels, and help them navigate the delicate balance between what the community hopes to do and
what the organization can realistically sustain.

Using materials drawn from the Implementation Action
Plan Roadmap, our team will structure the workshop
around:
 High-level overview of assessment themes and
goals
 Targeted summaries of key recommendations by service area  Interactive prioritization exercises (e.g., “dot voting,” tiered rankings, facilitated discussion prompts)  Cost/resource sensitivity considerations and impact scenarios  Facilitated discussion of service level tradeoffs and public messaging implications  Optional alignment with City strategic planning or budget development cycles Supporting a Realistic and Sustainable Implementation Path Our facilitation approach will emphasize clarity, realism, and respect for the governance role—ensuring that elected officials are empowered to make informed decisions and set direction in a way that reflects community values, operational realities, and long-term sustainability. This is a critical moment to ensure that expectations align with execution, and that the Council’s priorities are clearly communicated to staff and the public.

By including this activity, the City positions itself to avoid one of the most common pitfalls in public sector change initiatives: the gap between technical recommendations and political commitment. We can help ensure that implementation begins with a shared understanding of both the opportunities ahead and the limitations that must be navigated with care.

Meetings:
 Facilitated Governing Body Workshop (2–4 hours)
Deliverables:
 Workshop Briefing Packet for Council Members
 Interactive Prioritization Tools and Materials
 Summary Memo of Workshop Outcomes and
Council Direction
Achieving balance – Raftelis understands that
leading an organization is about balancing
levels of service, risks, and costs.

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TIMELINE
Timeline
A proposed project schedule is provided below. We expect to review and refine this with the City during Activity 1.

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WORK BUDGET
Work Budget
The total fixed fee to complete the scope of work outlined in Activities 1-4 in this proposal is $147,750, which includes all professional fees and expenses, including travel. The total project cost including optional activities is $176,750.

A breakdown of hours and costs by project activity is provided in the table below.

Activity Description Estimated
Labor Hours Cost
1 Project Initiation and Chartering Workshop 38 $14,500 2 Existing Conditions Analysis 156 $49,750
3 Organizational and Operational Assessment and Comparative Analysis 175 $50,750 4 Draft and Final Report, Implementation Roadmap, and Final Presentation 119 $32,750
SUBTOTAL WITHOUT OPTIONS 488 $147,750
5 (Optional) Change Management and Implementation Strategy Workshop 40 $15,250 6 (Optional) Facilitated Governing Body Workshop 34 $13,750 TOTAL WITH OPTIONS 562 $176,750
Hourly rates by team member job classification are provided below.

Classification Team Members Estimated
Hours Hourly Rate
Vice President Ingram, Parker, Spiers 130 $375
Principal/Senior Advisor Aluzri, Armstrong, Schoening 61 $310 Manager Kittelson, Small, Stapleton, Kirsch 84 $295
Senior Consultant Flick 66 $260
Associate Englot 221 $195
It is our practice to invoice clients for monthly progress payments based upon work completed.

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REFERENCES
References

RAFTELIS HAS THE MOST EXPERIENCED UTILITY FINANCIAL AND MANAGEMENT CONSULTING PRACTICE IN THE NATION.

We have assisted more than 1,700 local government agencies and utilities across the U.S., including some of the largest and most complex organizations in the country. Many of these engagements evolve into long-term partnerships where we serve as trusted advisors, supporting our clients as they implement continuous improvement strategies. The three reference projects highlighted below illustrate our breadth of experience in public works and utility service delivery and the tailored solutions we provide to meet the unique challenges of each organization.

Additional references are available upon request.

City of Norco CA
Reference: Chad Blais, Public Works Director
P: 951.270.5678 / E: [email protected]
In 2023, the City of Norco (City) engaged Raftelis to assess the Public Works Department (Department) to evaluate its ability to operate and maintain the water and wastewater utilities in advance of a potential rate study. This work included evaluating processes, policies, and staffing approaches to utility operations, capital planning, regulatory compliance, and other maintenance activities on City infrastructure like streets and equestrian trails. Raftelis interviewed staff within the Department, toured facilities, reviewed best practices, and analyzed workload data from the Department's work order management software system. Recommendations were made to improve the effectiveness of the Department in operating the utilities, reducing risk to water operations, and ensuring sufficient capacity to manage the changing regulatory environment and growing capital investment workload.

Dublin San Ramon Services District CA
Reference: Jan Lee, General Manager
P: 925.875.2204 / E: [email protected]
With a goal to ensure appropriate staffing and organization structure, Dublin San Ramon Services District (DSRSD) engaged Raftelis in 2022 to provide a workforce study of its Operations Department, including water, wastewater, and recycled water operations. The work included interviews with managers and staff workgroups, onsite tours, benchmarking against other peer agencies, and an online survey of staff. Raftelis presented a successful recommendation to the Board to add nine positions over the next five years to enhance its preventive maintenance, laboratory, and regulatory reporting functions, as well as administrative support.

DSRSD again engaged the firm in 2024 for a second phase review of all other departments, including Engineering, Administration, Finance, the General Manager’s Office, and more. The report was presented to the Board and the District is in process of implementing recommendations.

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City of Hillsboro OR
Reference: Rahim Harji, Deputy City Manager
P: 503.681.6447 / E: [email protected]
Project Title: Asset Management Strategic Plan and Facilities Assessment In October 2021, the City of Hillsboro (City) engaged Raftelis to assist with the development of an Asset Management Strategic Plan that would help unify asset management efforts across all City departments. The project assessed the City's current approach to Asset Management, identified opportunities for improvement, and developed a strategic plan and implementation roadmap. The work included interviews with key City staff and extensive data review on practices and the use of asset management information from Esri GIS and Cartegraph OMS databases. The Asset Management Strategic Plan helped unify Hillsboro’s service levels and asset management efforts so that it is now "a way of doing business” that ensures the City's sustainability so it can deliver agreed-upon levels of service to its customers at an acceptable level of risk." Hillsboro is now directing their resources to where they are most needed, which is helping with both day-to-day activities such as maintenance and long-term capital investment planning.

Reference: Tomas Arnold, P.E,. Director – Public Works
P: 503.681.5401 / E: [email protected]
Project Title: Facilities Management Organizational Assessment The City of Hillsboro engaged Raftelis to perform an operational study of the Facilities Management function of the Public Works Department. The purpose of this study was to analyze facilities operations to determine the optimal organizational structure, staffing needed, and to enhance the work planning and execution processes. To accomplish this, the Raftelis project team conducted virtual interviews with 22 City staff, including all Facilities Management staff and staff from the City Manager's Office, Information Services Department, and Finance Department. In addition, this work built off of the work completed as part of the previous project to create an Asset Management Strategic Implementation Plan. The project team reviewed and analyzed data and information provided by the City including budget information, performance measures, workload data, inventories, and other pertinent information relating to operations and administration. This resulted in a series of recommendations to improve the effectiveness of staff and allow them to meet the service level expectations of the community.

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APPENDIX: RESUMES
Appendix: Resumes
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Jonathan Ingram

PROJECT MANAGER/OPERATIONS ASSESSMENT
Vice President
ROLE
Jonathan will manage the day-to-day aspects of the project, ensuring it is within budget, on schedule, and effectively meets the City’s objectives. He will also lead the consulting staff in conducting analyses and preparing deliverables for the project. Jonathan will serve as the City’s main point of contact for the project.

PROFILE
Jonathan is a nationally recognized executive consultant with over 20 years of leadership experience advancing performance, efficiency, and resilience in local government operations, with specialized expertise in public works, municipal services, and asset management. As the leader of Raftelis’ Local Government Organizational Assessment Practice, he directs complex, enterprise-level engagements that support cities, counties, and public utilities in addressing strategic and operational challenges through data-driven, fiscally grounded solutions.

With a unique blend of hands-on public sector experience and high-impact management consulting, Jonathan has successfully led transformative initiatives for over 1,000 local governments and utilities nationwide. His work spans the full spectrum of municipal services—including streets and transportation, water and sewer utilities, facilities management, fleet services, stormwater, solid waste, and environmental services—as well as internal service functions and community-facing departments.

Jonathan brings deep technical knowledge and strategic insight into infrastructure planning, asset management, and service delivery optimization. He has developed and implemented comprehensive operational reviews, capital and lifecycle planning strategies, and workforce deployment models that enhance reliability, regulatory compliance, and cost efficiency. His public works consulting emphasizes aligning field operations with strategic goals, sustainability imperatives, and realistic budgetary conditions.

His signature methodologies—developed and refined at Raftelis—prioritize employee engagement, workload analysis, and best practice benchmarking, producing realistic and implementable plans that modernize service delivery and elevate organizational performance.

SELECTED AREAS OF EXPERTISE
 Public Works and Utility Operations Reviews, including streets, stormwater, water/wastewater, fleet, and facilities
 Asset Management and Capital Planning, integrating lifecycle cost analysis and service-level expectations  Workforce and Resource Planning, tailored to field operations and 24/7 service demands Specialties
 Staffing and operations assessment
 Strategic leadership
 Financial management and planning
 Process improvement
 Change management and
implementation
Professional History
 Raftelis: Vice President (2024-
present); Senior Manager (2021-
2023); Manager (2020-2021); Senior
Associate, The Novak Consulting
Group (2012-2020)
 City of Cincinnati, Ohio: Operating
Budget Director (2010-2012)
 Management Partners: Senior
Management Advisor (2005-2010)
Education
 Master of Public Administration -
Northern Illinois University (2005)
 Bachelor of Arts in Political Science
- Aurora University (2003)
Professional Memberships
 International City/County
Management Association (ICMA)
 Ohio City/County Management
Association (OCMA)
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 Process Optimization, emphasizing service reliability, regulatory compliance, and interdepartmental coordination
 Strategic Financial Planning, translating infrastructure and operational needs into long-term financial strategies
 Performance Management Systems, built for accountability, transparency, and continuous improvement  Shared Services and Intergovernmental Collaboration, enabling scalable and coordinated service delivery Jonathan’s approach is grounded in the belief that public organizations must balance operational effectiveness with fiscal responsibility and public accountability. He frequently supports fiscally distressed or resource-constrained communities, crafting multi-year roadmaps that integrate capital investment, staffing, service delivery, and technology modernization within a sustainable financial framework.

He holds a Master of Public Administration from Northern Illinois University and a Bachelor of Political Science from Aurora University. He is a member of the International City/County Management Association (ICMA) and the Ohio City/County Management Association (OCMA).

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J. Scott Parker

ASSET MANAGEMENT/OPERATIONS ASSESSMENT
Vice President
ROLE
Scott will provide input and guidance as a Subject Matter Expert for the asset management and public works components of this project.

PROFILE
Scott has over 20 years of experience in local government, utility management, and private consulting. Immediately before joining Raftelis, he served as the asset manager for KC Water (KCW), the drinking water, wastewater, and stormwater utility in Kansas City, Missouri. Beyond his work at KCW, he has designed, developed, and implemented asset management programs in three (3) local governments and utilities, based on capital optimization strategies and asset management best practices as defined in ISO 55000, 55001, and 55002, as well as ISO 31000 and 31010 standards and other relevant industry criteria. His particular area of expertise is designing programs that retain the best theoretical concepts of asset management while accounting for the operational and cultural circumstances unique to the organizations he serves.

Scott has demonstrable experience evaluating and implementing multiple data technology systems in the asset management and utility space. His expertise includes ESRI Geospatial products; Innovyze InfoAsset Planner and hydraulic modeling software; multiple Computerized Maintenance Management System (CMMS) platforms (including Infor IPS – Hansen, Lucity, Cityworks, and Cartegraph); Autodesk GeoBIM; and various Closed-Circuit Television (CCTV) technologies used for sanitary and stormwater assessments following NASSCO Pipeline Assessment Certification Program (PACP) standards.

In Kansas City, Scott developed the organization’s first data management strategic plan and its Business Case Evaluation (BCE) framework for information system purchases. He has designed and managed capital programs for organizations throughout the U.S., including KC Water (KCW); the Unified Government of Wyandotte County (Kansas City, Kansas); Fort Smith, AR; Jackson, MS; Lenexa, KS; and Olathe, KS. All but the last two were under consent orders with the Environmental Protection Agency (EPA), resulting in programs worth billions of dollars.

Scott has been a frequent presenter at national and regional conferences on topics including general asset management, data management, and the application of asset management principles in specific operational and administrative environments. He has written or been featured in several articles focused on business process modeling, asset management, and Specialties
 Asset management for utilities and local
governments
 Capital planning, budgeting, and
implementation
 Data strategic planning, management,
and governance
 Business Risk Exposure (BRE) and
Decision Support System (DSS)
methodologies for infrastructure
 Data analytics and business intelligence
standards
 Business process modeling
 Performance management
(measurement, dashboarding, etc.)
 Organizational design and capacity
building
 Utility governance
Professional History
 Raftelis: Vice President (2025-present);
Senior Manager (2022-2024)
 KC Water: Utility Officer – Asset
Manager (2018-2022)
 Burns and McDonnell: Engineering
Manager (2015-2018)
 City of Olathe, KS: Assistant Director of
Public Works (2011-2015)
 City of Lenexa, KS: Assistant Director of
Public Works/Assistant to the City
Manager (2006-2011)
 City of Kansas City, MO: Budget and
Finance Analyst (2003-2006); L.P.

Cookingham Management Fellow
(2002)
Education
 Master of Public Administration –
University of Missouri (2004)
 Master of Arts, History – University of
Arkansas-Fayetteville (2000)
 Bachelor of Arts in History – Graceland
University (1997)
Professional Memberships
 Institute of Asset Management (IAM)
 Water Environment Federation (WEF)
 American Water Works Association
(AWWA)
 Water Research Foundation (WRF)
Attachment 3

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RAFTELIS 29
water management, and he serves as a co-lead on the Water Environment Federation’s Water Intrapreneurship for Strategic Enterprises (WISE) Data, Technology, and Innovation team. He also co-authored the WISE white paper on the criteria and approach to Business Case Evaluations in capital planning.

PUBLICATIONS
 “On Asset Management – A practitioner’s perspective,” by Scott Parker, July 2024. https://www.raftelis.com/insight/on-asset-management-a-practitioners-perspective/  “The Power of Business Process Modeling: Planning and Delivering Capital Improvements in Missouri,” by Scott Parker and Daniel Ott, Water Environment and Technology (WE&T), September 2022. https://www.waterenvironmenttechnology-digital.com/waterenvironmenttechnology/august_2022?folio=46  “Asset Management Opens the Door to Wastewater Treatment Improvement,” by Scott Parker and Brent Herring, September 2019. https://waste-water-management.utilitiestechoutlook.com/cxoinsight/asset-management-opensthe-door-to-wastewater-treatment-improvement-nwid-441.html  Reinventing Water Management,” North America Outlook, Issue 1 (December 2020): 12-17. https://www.northamericaoutlookmag.com/magazine/issues/2-north-america-outlook-issue-01-december-20

NATIONAL AND REGIONAL PRESENTATIONS
 2022 WEF Collections Systems Conference, Presenter
 2022 AWWA/WEF Utility Manager’s Conference, Presenter  2020 AWWA/WEF Utility Managers Conference, Presenter
 2020 Kansas Asset Management User Group (KAMUG) Conference, Presenter  2019 Mid-America Regional Council Urban Stormwater Conference, Presenter  2015 American Water Works Association Utility Management Conference, Presenter  2015 Transforming Local Government (TLG) Conference, Presenter  2013 American Water Works Association 2013 Sustainable Water Management Conference, Presenter Attachment 3

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RAFTELIS 30
Ben Kittelson

PROJECT MANAGEMENT SUPPORT
Manager
ROLE
Ben will work at the direction of Jonathan to support project management, supervising the work of the team and in the production of deliverables.

PROFILE
Ben began consulting in 2019 after seven years of direct service to local governments on the East and West Coast. Most recently, Ben worked for the Budget and Management Services Department in the City of Durham, North Carolina. He worked on the annual budget and the community-wide strategic plan. He completed revenue projections for sales tax and water sales, assisted with financial planning for affordable housing, and led community engagement efforts designed to inform the City’s budget process. Ben also started an innovation partnership program with local technology startup companies.

As a consultant, Ben has worked on more than 85 projects across 26 states, evaluating local government operations and identifying actionable recommendations. His work helps local government organizations improve services and become more effective through staffing and workload analysis, process improvement, and policy and procedure review. Ben has assessed a wide variety of local government operations including public safety, public works, utilities, parks, human resources, and development reviews. He has analyzed staffing levels and organizational structure, created process maps, and developed recommendations based on the unique environment and infrastructure needs of the community. Ben is skilled at connecting operational and staffing needs with the strategic priorities of the organization, service levels, and community expectations. He has also assessed employee satisfaction and workplace culture using qualitative and quantitative methods.

Ben began his career in the Portland, Oregon region, where he served the Cities of Beaverton, West Linn, and Gresham, as well as Metro, the regional government for the Portland area. Ben expanded his experience in the Budget, Management, and Evaluation Department in Guilford County, North Carolina, where he analyzed government services such as jail operations and education funding.

Ben is a founding board member of Engaging Local Government Leaders (ELGL) and helped run the organization from 2013 to 2024. He has written articles for the ELGL website, planned regional events, and planned the organization’s national conference. Ben continues to produce and co-host ELGL’s GovLove Podcast. Ben earned a master’s degree in public administration from Portland State University and a bachelor’s in politics and economics from Willamette University.

Specialties
 Budgeting and financial analysis
 Organizational assessment
 Strategic planning
 Process improvement
 Staffing analysis
Professional History
 Raftelis: Manager (2024-present);
Senior Consultant (2022-2023)
Consultant (2020-2021); Consultant,
The Novak Consulting Group:
(2019-2020)
 City of Durham, North Carolina:

Senior Budget and Management
Analyst (2016-2019)
 Guilford County, North Carolina:

Budget and Management Analyst
(2014-2016)
 City of Gresham, Oregon: Intern
(2014)
 Oregon Metro: Intern (2014)
 City of West Linn, Oregon: Intern
(2013-2014)
 City of Beaverton, Oregon: Intern
(2012-2013)
Education
 Master of Public Administration -
Portland State University (2014)
 Bachelor of Arts in Politics and
Economics - Willamette University
(2012)
Professional Memberships
 Engaging Local Government
Leaders (ELGL): Board of Directors
(2017-2024)
 North Carolina Local Government
Budget Association (NCLGBA)
 Strong Towns
 International City / County
Management Association (ICMA)
Attachment 3

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RAFTELIS 31
Brandon Vatter PE
SUBJECT MATTER EXPERT –

CAPITAL DELIVERY AND STORMWATER
Senior Manager
ROLE
Brandon will provide input and guidance as a Subject Matter Expert for the capital delivery and stormwater components of this project.

PROFILE
Brandon has over 27 years of experience working directly with multiple public and private clients on the regulatory, consulting, water, wastewater and stormwater utility sides to deliver capital, operations, and asset management programs on-time, at or under budget, and in compliance with necessary regulatory obligations. Brandon’s experience includes NPDES permit review and compliance, NPDES permit writing, Clean Water Act (CWA) consent decree negotiations with Federal EPA and ORSANCO, and CWA consent decree implementation.

Brandon regularly works with communities to bring practical hands-on experience with capital improvement program development and delivery, asset management program development and implementation, planning & implementation of integrated watershed management plans, and more.

Brandon also brings practical field construction knowledge through performance of onsite construction management and inspections for multiple projects and has directed instrumentation, control, process coordination, and start-up for multiple projects.

With a strong technical, operations, and project management background, Brandon regularly provides guidance on necessary capital investments, capital delivery and throughput improvements, NPDES permit compliance and EPA regulatory compliance to meet the obligations, goals, asset management needs, and affordability of clients.

KEY PROJECT EXPERIENCE
 Hamilton County (OH): Capital Improvement Program
 Pittsburgh Water and Sewer Authority (PA): Green First Integrated Watershed Management Plan, Stormwater Program Management  City of Baltimore (MD): Capital Improvement Program
 City of Dayton (OH): Capital Improvement Program
 Region of Peel (Ontario, Canada): Capital Improvement Program  City of Lafayette (CO): Capital Improvement Program
 City of Charlotte (NC): Stormwater Utility Asset Management Study  Pittsburgh Water and Sewer Authority (PA): Stormwater Asset Management Program
Specialties
 Capital Program Development &
Risk Advisor
 Capital Program Delivery Technical
Expert
 Asset Management Program
Development & Execution
 Capital & Operating Program
Organizational Review and
Efficiency Improvements
 Cost Efficiency and Reductions
Reviews
 Integrated Watershed Management
Technical Expert
Professional History
 Raftelis: Senior Manager (2019-
present)
 Mott MacDonald: Senior Project
Manager (2011-2019)
 Sanitation District No. 1 of Northern
Kentucky: Program Manager,
Director of Planning & Design
(2004-2011)
 Black & Veatch Corporation: Project
Manager (2001–2004)
 CH2M Hill: Project Manager (1997-
2001)
 Ohio EPA, Division of Surface
Water: Regulatory Compliance
Officer (1994-1996)
 B.G. Danis Industries, Heavy
Construction: Cost Estimator (1993-
1994)
Education
 Bachelor of Science in Civil
Engineering - University of
Cincinnati (1997)
Professional Registrations
 Professional Engineer: OH, 66169,
2001
 WEF Utility Management Committee
– Capital Program Development
Professional Memberships
 WEF
 National Society of Professional
Engineers
 NACWA
 Chi Epsilon
Attachment 3

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RAFTELIS 32
Brian Stapleton PhD
SUBJECT MATTER EXPERT –

DATA AND BENCHMARKING
Manager
ROLE
Brian will provide input and guidance as a Subject Matter Expert for the data and benchmarking components of this project.

PROFILE
Brian has over 20 years of experience in state and local government, utility management, and laboratory and technology project management. Prior to joining Raftelis, he served as the Regulatory Compliance and Data Analytics Division Manager for KC Water in Kansas City, Missouri. Before KC Water, he served as the General Manager and Science and Technology Manager for the Water and Wastewater Utilities and Municipal Services and Operations departments in Lawrence, Kansas, where he led the laboratory operations, data management, technology integration, field operations (distribution, collections, and treatment, traffic), and utility GIS divisions, and managed multiple technology and data integration projects. He also has extensive laboratory experience providing analysis and regulatory compliance related functions related to state and federal regulatory agencies and worked with the Centers for Disease Control on several projects.

Brian’s wide range of experience has given him extensive leadership and technical expertise in the fields of asset management, information technology, general management, and operations in multiple domains. This has allowed him to design, develop, and implement technology-based programs in multiple communities based on system-based strategies and data best practices as defined in ISO 17025 standards and other industry criteria. As a data management practitioner, Brian has used his understanding of the field to design teams that combine the best theoretical concepts of asset management with the opportunities and cultural circumstances specific to the organizations for which he has worked.

He has demonstrable experience working with multiple data technologies and systems in the asset management and utility space, including multiple Laboratory Information Management Systems (LIMS), Supervisory Control and Data Acquisition (SCADA), Computer Maintenance Management System (CMMS) platforms; ESRI Geospatial Products; Autodesk GeoBIM; Innovyze hydraulic modeling, and more. In Kansas City, he developed the organization’s first data management team as well as its business data criteria for use in Performance Management, treatment operations, and Regulatory Compliance which led to both optimization of existing systems and reductions in the cost for new tools utilized in the department.

Specialties
 Asset management for utilities and
local governments
 Data strategic planning,
management and governance
 Business Risk Exposure (BRE) and
Decision Support System (DSS)
methodologies for infrastructure
 Laboratory accreditation
assessments
 Regulatory compliance systems and
standards
 Drinking water certification officer
training
 Industrial waste
compliance/permitting
 Data analytics and business
intelligence standards
 Business process modeling
 Performance management
(measurement, dashboarding, etc.)
 Organizational design and capacity
building
 Utility governance
Professional History
 Raftelis: Manager (2024-present)
 KC Water: Utility Manager –
Regulatory Compliance and Data
and Asset Analytics (2019-2024)
 City of Lawrence: General ManagerEnvironment, Science, and Technology (2016-2019)
 Kansas Department of Health and
Environment: Inorganic and
Chemical Threat Section Manager
(2014-2016)
 National High Magnetic Field Lab:

Scientific Researcher (2010-2013)
Education
 Doctorate of Biochemistry - Florida
State University (2013)
 Bachelor of Science, Chemistry -
University of Missouri-Kansas City
(2005)
Professional Memberships
 Water Environment Federation
 American Water Works Association
 Water Research Foundation
Attachment 3

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RAFTELIS 33
Brian Kirsch PhD
SUBJECT MATTER EXPERT –

DATA AND BENCHMARKING
Manager
ROLE
Brian will provide input and guidance as a Subject Matter Expert for the data and benchmarking components of this project.

PROFILE
Brian has a background in water resources management and possesses extensive analytical skills. His expertise lies in the areas of systems analysis and economic modeling. He has performed significant research in the field of water resources in which he has utilized aspects of engineering, policy analysis, risk management, economics and market analysis.

KEY PROJECT EXPERIENCE
 Brunswick County Public Utilities (NC) Organizational and Asset Management Assessment
 Onslow Water and Sewer Authority (NC) Organizational Assessment  New Braunfels Utilities (TX) Staffing Study
 Incline Village General Improvement District (NV) Organizational Assessment
 American Water Works Association – Assessment of Covid-19 Impact on Water Industry
 City of Dayton (OH) Organizational Assessment of Utilities  City of Wichita Falls (TX) Economic Analysis of New Water Reservoir  City of College Station (TX) Benchmarking Study of Utilities  City of Corona (CA) – Organizational Assessment of Water and Wastewater Utilities
 Birmingham Water Works Board (AL) – Benchmarking Survey  Southern California Edison (CA) – Operational Assessment of Water and Electric Utility
 Anchorage Water and Wastewater Utility (AK) – Organizational Structure Review
 Town of Platteville (CO) – Wastewater Financial Plan
 National Association of Clean Water Agencies – 50th Anniversary Record of Success
 Metro Water Recovery (CO) – Annual Operations and Budget Review of Wastewater Treatment
 City of Prescott (AZ) – Comprehensive Water and Wastewater Rate Study Specialties
 Rate studies
 Financial planning
 Risk management
 Economic analysis
 Water resources management
 Data analysis
Professional History
 Raftelis: Senior Consultant (2018-
present); Consultant (2014-2017)
 Colorado School of Mines:

Postdoctoral Research Fellow
(2011-2014)
 University of North Carolina -
Chapel Hill: Research Assistant
(2001-2010)
Education
 Master of Science & Doctorate -
University of North Carolina at
Chapel Hill (2004 & 2010,
respectively)
 Bachelor of Science in Chemical
Engineering & Bachelor of Arts in
Environmental Engineering - Rice
University (2001)
Attachment 3

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RAFTELIS 34
Jim Armstrong
SUBJECT MATTER EXPERT –

AIRPORT OPERATIONS
Principal Consultant
ROLE
Jim will provide input and guidance as a Subject Matter Expert for the airport operations components of this project.

PROFILE
Prior to joining Raftelis, Jim had a long and successful local government career in four California cities. Most recently, he served as City Administrator of Santa Barbara from 2001 to 2014. During his tenure, he successfully led the City through the 2008-10 recession; completion of a General Plan update; two major wildland fires; and the dissolution of the City’s Redevelopment Agency. He was instrumental in the creation of the City’s Neighborhood Improvement Task Force and the South Coast Task Force on Youth Gangs. Santa Barbara also implemented a comprehensive performance management program under Jim’s direction.

After leaving government service, Jim provided consulting services for several California cities and special districts. His assignments have included management studies, executive recruitments, and the development of long-term financial plans. He is known for his extensive knowledge of local government finance, budgeting, and financial analyses.

As City Administrator in Santa Barbara, Jim led the organization through a major downsizing as a result of the 2008-10 recession with a minimum disruption of services, successfully completed several important capital improvement projects including a new airline terminal and a major new downtown parking structure, implemented major organization efforts; and developed revised budgeting and financial management systems that stabilized city finances, improved accountability, and increased transparency.

Jim’s prior work included serving as City Manager in Fullerton (CA), Assistant City Manager in Anaheim (CA), City Manager in Hanford (CA), and Assistant to the City Manager in Anaheim (CA). Jim is an instrumentrated private pilot with nearly 3,000 hours of flight time in the US, Mexico, Canada, South Africa, Botswana, and Zambia. He has managed three cities with airports ranging in size from a very small airport in Hanford, CA, to a medium regional airport with significant commercial operations in Santa Barbara, CA. He has extensive knowledge of airport finances and operations.

Specialties
 Municipal budget development &
financial management
 Organizational analysis
 Long term financial planning
 Establishment of performance
management systems
 Strategic planning
Professional History
 Raftelis: Principal (2019-present)
 Ralph Andersen & Associates: Senior
Consultant (2015-2018)
 Santa Barbara, California: City
Administrator (2001-2014)
 Fullerton, California: City Manager
(1992-2001)
 Anaheim, California: Assistant City
Manager (1990-1992); Assistant to the
City Manager (1979-1983);
Administrative Assistant (1978-1979);
Administrative Aide (1977-1978)
 Hanford, California: City Manager
(1983-1990)
Education
 Master of Public Administration -
California State University, Long Beach
 Bachelor of Arts in Psychology, Political
Science, Cum Laude - University of
California, Los Angeles
Professional Memberships
 Santa Barbara County City Managers
Association: Chair
 Orange County City Managers
Association: President
 South San Joaquin Valley City
Managers Association: President
 International City/County Management
Association: Life Member
 Santa Barbara Neighborhood Clinics:

President of the Board
 Channel Islands YMCA: Chair of the
Board, Treasurer
 Santa Barbara Rotary Foundation:

President
 Santa Barbara County United Way:

Board of Directors
 Aircraft Owners and Pilots Association
 Experimental Aircraft Association
 Liga International (Flying Doctors of
Mercy)
Attachment 3

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RAFTELIS 35
Joan Schoening
SUBJECT MATTER EXPERT –

INFORMATION TECHNOLOGY
Senior Advisor
ROLE
Joan will provide input and guidance as a Subject Matter Expert for the information technology components of this project.

PROFILE
Joan has over 28 years of experience in information technology in local government. During her tenure she has managed diverse and complex technology projects and participated in cross-department non-technical initiatives to develop a broad skillset to apply to information technologyrelated projects. After retiring in 2013, Joan worked as an independent project manager assisting local agencies and served as a senior advisor with another management consulting firm. As a Senior Advisor she managed requests for proposal (RFP) projects, process improvement workshops, conducted information technology assessments, technology strategic plans, and other project management services.

As an IT Manager for the City of Foster City, Joan was responsible for planning, budgeting, implementation, maintenance, and security of citywide information technology. Joan worked closely with city management and departments to align business goals with technology solutions to drive process improvements; developed policies and procedures to implement best practices for citywide technology projects; and was a staff liaison for a citizen's technology advisory committee. Under her supervision, the City’s IT Division developed a public sector job board for use by local agencies. The application grew to include the ability to post the agency recruitment, accept the application on-line and allow an agency to manage the recruitment process within one system.

During her tenure at the City of San Mateo she developed skills related to business systems analysis, software development and methodology, daily operations, network infrastructure, e-mail systems, help desk, desktop operating and software systems, and backup and recovery.

Joan served on the local chapter and state board for the Municipal Information Systems Association of California (MISAC), an organization for public agency information technology professionals. At the City of Foster City, she participated in the Deferred Compensation Committee and two county-wide technology subcommittees for Police and Fire.

Joan earned her Bachelor of Arts in Management from Saint Mary’s College of California.

Specialties
 Technology Strategic Planning
 Organizational Assessments
 Project Management
 Business Process Review
 Request for Proposal Development
Professional History
 Raftelis: Senior Advisor (2024-
present)
 Baker Tilly LLC through Acquisition:

Special Advisor (2024)
 Management Partners: Special
Advisor (2015-2024)
 Independent Project Management
Consultant (2014-2015)
 City of Foster City, CA: IT Manager
(2000-2013)
 City of San Mateo, CA: Senior
Systems Analyst (1986-2000)
Education
 Bachelor of Arts in Management -
Saint Mary’s College of California
Attachment 3

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RAFTELIS 36
Mahdi Aluzri
SUBJECT MATTER EXPERT –

ENGINEERING
Senior Advisor
ROLE
Mahdi will provide input and guidance as a Subject Matter Expert for the engineering components of this project.

PROFILE
Mahdi Aluzri has 35 years of direct public service experience, most recently as City Manager for Beverly Hills, California. After retiring and prior to joining Raftelis, he joined Baker Tilly (formerly Management Partners) as a Special Advisor consulting for a variety of municipal projects in California and throughout the country. Projects included executive coaching, development process evaluation, transportation agencies assessment and other municipal agencies process assessment engagements.

Mahdi served as City Manager in Beverly Hills for four years and prior to that was the Assistant City Manager for close to six years, capping an almost 30- year career in the City. As City Manager, he was responsible for developing policies to present to the City Council, developing the annual budget of over $450 million, and overseeing nine City operating departments with over 1,000 employees. Mahdi also served for two years as Deputy City Manager for the City of Rancho Cucamonga, California, where he was in charge of Community Development functions which include public works, engineering, utilities, planning, building and safety and code enforcement.

As a public service professional, Mahdi has a proven record of effective leadership with a strategic approach to problem solving and strong management expertise and a consensus building approach. He has extensive project management and development skills focusing on outcome and results. Mahdi has a strong work ethic with exceptional customer service orientation.

Mahdi earned a Master of Business Administration from Loyola Marymount University and bachelor’s and master’s degrees in civil engineering from the University of Southern California. He is a licensed professional engineer in the State of California and is a member of the American Institute of Certified Planners (AICP). He is also a long-standing member of the International City/County Management Association (ICMA) and served on many policy committees for the League of California Cities (LCC).

Specialties
 Strategic problem solving
 Consensus building
 Inclusive process evaluation
engagement skills
 Project management and
development skills
Education
 MBA, Loyola Marymount University,
Los Angeles, CA (2005)
 MS. Structural Engineering,
University of Southern California,
Los Angeles, CA (1982)
 BS. Engineering, University of
Southern California, Los Angeles,
CA (1980)
Certifications
 Licensed Professional Engineer,
California
 AICP Certification
Professional Memberships
 American Planning Association
 International City/County
Management Association
Attachment 3

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RAFTELIS 37
Douglas A. Spiers PE

SUBJECT MATTER EXPERT - CMMS
Vice President
ROLE
Doug will provide input and guidance as a Subject Matter Expert for the computerized maintenance management system (CMMS) components of this project.

PROFILE
Doug’s brings over 35 years of experience in strategic planning, information technology, asset and maintenance management, and business work practice improvements to help many of the most forward-looking utilities in North America. He specializes in a variety of business, technology, and management consulting services to improve the utilities’ overall efficiency, effectiveness, and levels of service.

Doug works closely with utility executives to achieve optimal performance by aligning their organization, operations, maintenance practices, field mobility, and performance measures with their desired strategic business goals. Through Board and executive management visioning sessions, interactive manager and staff workshops, performance assessments, and extensive knowledge of industry best practices, Doug helps solve utilities’ most complex asset management and technology issues.

KEY PROJECT EXPERIENCE
 City of Pasadena Water & Power (CA): CMMS Assessment & Selection and Asset Management Services
 Passaic Valley Water Commission (NJ): CMMS Assessment, Selection and Implementation and Organizational Assessment
 Long Island Power Authority (NY): Asset Management and CMMS Services
 Pacific Gas & Electric (CA): Maintenance and Emergency Response Assessment
 San Francisco Public Utilities Commission (CA): Management & Operations Assessment, and CIP Strategy
 Santa Clara Valley Water District (CA): Management & Operations Assessment and Organization Assessment
 City of Irving Water Utility (TX): Management & Operations Assessment
 City of Austin Utilities (TX): Management & Operations Assessment and Performance Measures
 Otay Water District (CA): Management & Operations Assessment, Asset Management Planning & Implementation, and Performance Measures
Specialties
 Asset management planning and
program development
 Asset & maintenance gap assessments
 CMMS selection & implementation
 Business process optimization
 Performance management
Professional History
 Raftelis: Vice President (2021-present)
 Westin Technology Solutions: Vice
President (2017-2021)
 Westin Engineering: President (2015-
2017); Executive Vice President (2003-
2015)
 Malcolm Pirnie: Engineering Manager
and Litigation Support (1997-2003)
 Arthur Andersen: Manager
Environmental Services (1993 – 1997)
 CH2MHill: Senior Environmental
Consultant (1992-1993)
 United Technologies: Environmental
Engineer (1990-1992); Manager
Tomahawk Cruise Missile Production
(1986-1990)
 Exxon Idaho Nuclear: Manager Nuclear
Waste Reprocessing
 (1983-1986)
 Flour Daniel: Process Engineer (1980-
1983)
Education
 Juris Doctorate – Santa Clara University
(1992)
 Master of Science in Environmental
Management - University of San
Francisco (1995)
 Bachelor of Science in Chemical
Engineering – Cal Poly Pomona (1980)
Certifications
 CA State Bar #165762
 PE Chemical Engineer CA #4143
Professional Memberships
 AWWA Chair of Strategic Management
Practices Committee
 AWWA: CA/NV Section, Past Chair of
Asset Management Committee
 AWWA: CA/NV Section, Past Chair of
Information Technology
Attachment 3

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RAFTELIS 38
Jason Small
SUBJECT MATTER EXPERT – CMMS
Manager
ROLE
Jason will provide input and guidance as a Subject Matter Expert for the computerized maintenance management system (CMMS) components of this project.

PROFILE
Jason has over a decade of experience in the administration and implementation of CMMS software. Jason started his career working in public works, developing asset life cycles. Through reviewing maintenance practice, Jason was able to create a cycle of what maintenance needs to be done based on past activities and current PCI. Jason has evaluated asset management software for various organizations, including Counties and Cities throughout the US. Whether working for software companies such as Lucity or large public organizations such as Cook County (IL) and the City of Chicago (IL), he has supported implementations of CMMS software and creation of business process solutions.

RELEVANT PROFESSIONAL EXPERIENCE
 City of Bartow CMMS Implementation Roadmap (2024)
 City of Sanford CMMS Selection (2024)
 City of Pasadena Water and Power CMMS Selection (2023)  Lucas County Sanitary (OH (2021)
 Chester County Wastewater Recovery (SC) (2021)
 Passaic Valley Water Commission (NJ): (2021)
 Cook County (IL): GIS Developer (2020-2021)
 City of Chicago (IL): GIS Database Analyst (2017-2020)  Lucity: Implementation Specialist (2016-2017)
 Jackson County (MO): GIS Developer (2013-2015)
 City of Franklin (TN): GIS Specialist (2011-2013)
 Boone County (MO): GIS/Asset Manager (2009-2011)
Specialties
 Asset management
 System audits
 System integration planning
 RFP creation and response review
 Strategic planning
Professional History
 Raftelis: Manager (2021-present)
 Cook County: GIS Developer (2020-
2021)
 City of Chicago: GIS Database
Analyst (2017-2020)
 Lucity: Implementation Specialist
(2016-2017)
 Jackson County: GIS Developer
(2013-2015)
 City of Franklin: GIS Specialist
(2011-2013)
 Boone County: GIS/Asset Manager
(2009-2011)
Education
 Master of Business Administration –
University of Kansas, Lawrence
 Bachelor of Science in GeographyEastern Illinois University, Charleston
Attachment 3

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RAFTELIS 39
Rebekka G. Hosken
SUBJECT MATTER EXPERT –

INTERNAL SERVICES
Senior Manager
ROLE
Rebekka will provide input and guidance as a Subject Matter Expert for the internal services components of this project.

PROFILE
Rebekka joined Raftelis in 2020 with 16 years of direct service to local governments and 10 years of management consulting experience. As an experienced consultant, Rebekka has led organizational assessments for a broad range of operating departments and offices in cities, counties, universities, and special districts, including community development, public works, police, administration, and city attorney departments. With direct operational experience in municipal administration, public works, and finance departments, Rebekka’s breadth of knowledge makes her skillful in quickly identifying organizational strengths and opportunities, analyzing operations through creation of process maps and workflows, preparing actionable recommendations for improvement, and communicating findings to a wide variety of audiences. She has consulted for over 125 clients throughout the United States and Canada.

Rebekka served as finance director for the City of La Cañada Flintridge, California, a contract city north of Los Angeles, responsible for accounts payable, receivable, budget, audit, and payroll. During her tenure, she identified and successfully obtained a state loan for the financing of the City’s new city hall and played a key leadership role in successfully moving all operations and staff, as well as communicating all financial impacts of the project to management and City Council.

Previously, Rebekka was the budget officer for the City of Simi Valley, California, a full-service community in the Los Angeles region. She prepared the City’s $196 million annual budget and $160 million capital improvement program, as well as the City’s cost allocation plan. She managed the budget and capital projects module training and setup for a comprehensive citywide enterprise resource planning (ERP) system implementation across nine operating departments. Along with Public Works leadership, Rebekka played a key role in assisting to propose necessary utility rates changes and to successfully implement them.

Rebekka earned a Master of Business Administration with a Certificate in Local Government and Non-Profit Management from Boston University, and a Bachelor of Arts from the University of Michigan – Ann Arbor. She has published articles in Public Management magazine and served as a trainer in sessions at International City/County Management Association (ICMA) conferences.

Specialties
 Organizational assessment
 Budgeting and financial analysis
 Business process improvement
 Strategic planning
 Staffing analysis
Professional History
 Raftelis: Senior Manager (2023-
present); Manager (2020-2022)
 City of La Cañada Flintridge,
California: Finance Director (2017-
2020)
 City of Simi Valley, California:

Budget Officer (2012-2017)
 City of Burbank, California; Senior
Management Analyst (2010-2012)
 Management Partners; Senior
Consultant (1999-2010)
 Village of La Grange Park, Illinois:

Assistant Village Manager (1996-
1999)
 City of Appleton, Wisconsin:

Assistant to the Mayor (1994-1996)
 Town of Lexington, Massachusetts:

Management Intern (1992-1993)
Education
 Master of Business Administration –
Boston University (1993)
 Certificate in Local Government and
Non-Profit Management – Boston
University (1993)
 Bachelor of Arts in Russian Studies
– University of Michigan (1989)
Professional Memberships
 Government Finance Officers
Association
 California Society of Municipal
Finance Officers
Attachment 3

Page 231 of 921 ends

RAFTELIS 40
James Flick

STAFF CONSULTANT
Senior Consultant
ROLE
James will work at the direction of Jonathan in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
James has over 14 years of organizational leadership experience, including six years in local government. Most recently, James served as the Director of Economic Development and Public Information Officer for Deerfield Township in Warren County, Ohio. Previously, he was a Development Officer and oversaw the Policy and Communication Division for the Department of Community and Economic Development at the City of Cincinnati.

James' areas of expertise include economic development, project management, and performance measurement. In addition, he is a skilled communicator, analyst, and creative problem solver.

During his tenure at Deerfield Township, James worked closely with entrepreneurs looking to start a business, assisted existing companies with relocations and expansions, and managed development projects of varying scales. He also served on the Executive Board of the Warren County Small Business Development Alliance.

At the City of Cincinnati, James supported business attraction initiatives and evaluated commercial development opportunities in the Central Business District. He was also instrumental in developing policies, programs, and strategic plans to address smart city initiatives, small business growth, retail revitalization in the urban core, and foreign direct investment.

James has presented at several state and regional conferences on smart cities, data and demographics, and economic development's relationship to parks. He is also an Adjunct Instructor for the Northern Kentucky University Master of Public Administration program, where he teaches Community Development, Public Policy, and Budgeting.

James earned a bachelor's degree in political science from Eastern Michigan University and a master's degree in public administration from Northern Kentucky University.

Specialties
 Organizational assessment
 Strategic Planning
Professional History
 Raftelis: Senior Consultant (2021-
present)
 Northern Kentucky University: Adjunct
Instructor (2017-2021)
 Deerfield Township, Ohio: Economic
Development Director/Public
Information Officer (2018-2021)
 City of Cincinnati: Development
Officer /Interim Division Manager,
Policy and Communication (2016-
2018)
 Cushman and Wakefield: Vice
President of Research and Marketing
(2010-2016)
Education
 Master of Public Administration –
Northern Kentucky University (2010)
 Bachelor of Arts in Political Science –
Eastern Michigan University (2006)
Certifications
 Economic Development Finance
Professional Certification (Grow
American formerly NDC)
Professional Memberships
 International City/County
Management Association (ICMA)
 American Society for Public
Administration (ASPA)
Attachment 3

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RAFTELIS 41
Jordan Jerkovich

STAFF CONSULTANT
Consultant
ROLE
Jordan will work at the direction of Jonathan in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Jordan’s local government experience spans multiple service areas, jurisdictions, and countries, including sustainability, administration, procurement, and community development at local governments in Sweden, Scotland, and the United States. He most recently served as the Community Development Director for the City of Lindsborg, Kansas, where he helped to facilitate and develop the department’s functional areas, including current and long-range planning, development services, and special projects. Through his work and education, he has developed broad knowledge of local government administration and development issues, including leadership and management practices, housing policy and development, climate change and sustainability, systems and process mapping, community engagement, and volunteer program development, amongst others. As a Consultant with Raftelis, Jordan is responsible for delivering client services across a range of activities, including strategic planning, organizational assessment, studies, and facilitation services.

Jordan earned a Master of Public Administration in Local Government Management from the University of Kansas, graduating with honors and admission to Phi Alpha Alpha, the National Honor Society for Public Affairs and Administration. He earned a second Master of Science in Strategic Leadership towards Sustainability from Blekinge Institute of Technology in Sweden, where he co-authored his thesis “Pursuing Sustainability and Prosperity in Swedish Municipalities: Using Indicators to Inform Strategic Governance.” Jordan also earned a Bachelor of Arts in Environmental Studies and a Bachelor of Science in Business Management and Leadership from the University of Kansas with certificates in sustainability and research experience. Jordan recently served as the Vice Chair of the McPherson Housing Coalition, a registered Community Housing Development Organization working to provide housing solutions for moderate and lowincome families.

Specialties
 Strategic plans
 Organizational assessments
 Process improvement
 Facilitation
 Data analysis and visualization
 Community development
 Climate and sustainability
 Leadership and management
Professional History
 Raftelis: Consultant (2023-present)
 City of Lindsborg, Kansas:

Community Development Director
(2021-2023)
 Stirling Council, Scotland:

Administrative Support Officer
(2020-2021)
 City of Grandview, Missouri:

Management Intern (2019)
 Blekinge Institute of Technology,
Sweden: Sustainability Consultant
(2018-2019)
Education
 Master of Public Administration in
Local Government Management -
University of Kansas (2022)
 Master of Science in Strategic
Leadership towards Sustainability -
Blekinge Institute of Technology
(2019)
 Bachelor of Science in Business
Management and Leadership -
University of Kansas (2016)
 Bachelor of Arts in Environmental
Studies - University of Kansas
(2015)
Professional Memberships
 International City/County
Management Association (ICMA)
 American Planning Association
(APA)
Attachment 3

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RAFTELIS 42
Kaelan Boyd

STAFF CONSULTANT
Consultant
ROLE
Kaelan will work at the direction of Jonathan in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Kaelan is a seasoned public policy and administration professional with extensive experience in government operations, strategic planning, and legislative affairs. With a track record of success in local government, Kaelan has held roles such as Management and Budget Analyst for Mecklenburg County, where he led participatory budgeting initiatives and managed a multi-billion-dollar budget, and Chief of Staff and Legislative Liaison to the Muscogee County District Attorney, advancing justice reform and overseeing major organizational initiatives. He has also served as a Senior Program Manager at the International City/County Management Association, leading international research efforts on artificial intelligence in public service delivery and supporting local leaders in developing inclusive policy strategies.

Kaelan holds a Master of Public Administration and a Bachelor of Arts in Political Science from Columbus State University and is currently pursuing a Ph.D. in Public Policy and Administration at Old Dominion University. His academic work complements his professional focus, with strengths in fiscal strategy, stakeholder engagement, data analysis, and organizational development. In addition to his public sector experience, Kaelan is an adjunct lecturer in political science and public policy and serves as Vice Chair of the Board of Directors for The Seats Foundation.

Specialties
 Citizen engagement
 Legislative affairs
 Organizational assessment
 Strategic planning
 Participatory budgeting
 Policy analysis and implementation
 Program management
 Public-private partnerships
Professional History
 Raftelis: Consultant (2025-present)
 Columbus State University: Adjunct
Professor (2024- present)
 International City/County
Management Association: Senior
Program Manager (2023- 2025)
 Mecklenburg County, NC:

Management and Budget Analyst
(2020- 2023)
 Columbus Consolidated
Government: Chief of
Staff/Legislative Liaison (2019-
2020), Budget and Management
Analyst (2016- 2019)
Education
 Doctor of Philosophy (candidate) in
Public Administration and Policy -
Old Dominion University (2025)
 Master of Public Administration -
Columbus State University (2018)
 Bachelor of Arts in Political Science
- Columbus State University (2015)
Professional Memberships
 Emerging Local Government
Leaders (ELGL)
 International City/County
Management Association (ICMA)
 National Forum for Black Public
Administrators (NFBPA)
 Project Management Institute (PMI)
Attachment 3

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RAFTELIS 43
Polly Englot

STAFF CONSULTANT
Associate Consultant
ROLE
Polly will work at the direction of Jonathan in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Polly has robust analytical experience throughout the public sector, having worked in local government, nonprofit, and international development settings. She is proficient in the areas of budget planning and analysis, process improvement, and project management. Polly is a detail-oriented problem solver who leverages data and organizational analysis to identify trends and actionable solutions.

Prior to joining Raftelis, Polly worked in Broward County’s Office of Management and Budget in southern Florida. She supported monitoring and development of over $100-million-dollar annual operating budgets for judicial offices and the county’s extensive environmental agency. This work included forecasting for a dozen special revenue funds, monitoring state and federal grants, assessing payroll and benefit costs for over 500 employees, and evaluating new staffing and capital project requests.

Throughout her academic studies, Polly developed highly functional skills in GIS analysis, data visualization and communication, evaluation design, and public budgeting. She strengthened these skills in the classroom by learning from her prior tenure at Food Bank for New York City, where she supported planning and content development for over 90 marketing campaigns and events annually. In addition, she collaborated with stakeholders and donors at all levels to raise awareness, fundraise, and support the Food Bank’s clients.

Polly began her career in program operations supporting international public health programs based in West Africa, funded by major public and private grantors. Programs ranged from women’s health information campaigns to sanitation service delivery research, and she completed technical assistance trips to Ghana and Liberia.

Polly earned a master’s degree in public policy from Duke University’s Sanford School of Public Policy and a bachelor’s degree in geography, with minors in Arabic and French, from Bucknell University in Pennsylvania.

Specialties
 Municipal budget development
 Project management
 Organizational assessment
 Process improvement
 Event planning and facilitation
 Forecasting
 Data analysis
Professional History
 Raftelis: Associate Consultant
(2024-present)
 Broward County: Budget and
Management Analyst (2022-2023)
 Food Bank for New York City:

Marketing and Events Coordinator
(2018-2020)
 Population Services International:

Program Coordinator (2016-2018)
Education
 Master of Public Policy - Duke
University, Sanford School of Public
Policy (2022)
 Bachelor of Arts in Geography,
minors in Arabic and French -
Bucknell University (2016)
Attachment 3

Page 235 of 921 ends

Council Agenda Report
From: Ditas Esperanza, Capital Projects Engineer
Subject: Approval of a Resolution Awarding Construction Contracts for the Repair and Recoating of Golden Hill Tank #1 and Construction Management Inspection Services CEQA Determination: The City finds that this action is categorically exempt from the California Environmental Quality Act (“CEQA”) under the Class 1 exemption, which applies to the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing structures, facilities, mechanical equipment, or topographical features where the project involves negligible or no expansion of existing or former use (State CEQA Guidelines, § 15301).

Date: December 2, 2025
Facts

1. The City owns, operates, and maintains approximately 175 miles of water mains and pipelines, four storage facilities, seven booster pump stations, 19 wells, two arsenic removal systems and two membrane filtration plants to produce, treat, and distribute water to the City’s water customers.

2. Golden Hill Tank #1 is a 4-million-gallon potable-water steel tank that provides operational and emergency water storage for the east side of city limits.

3. A dive inspection of the reservoir in 2018 revealed significant degradation of the tank’s protective coatings resulting in areas of significant corrosion and metal loss.

4. With the new westside reservoir now in operation, the City’s water system has sufficient storage capacity to take Golden Hill Tank #1 offline for the necessary maintenance and repairs.

5. On August 28, 2025, the City prepared bid documents and advertised for bids, with the engineer’s estimate for the project being $1,543,900.

6. At bid opening on October 16, 2025, four (4) bids were received as follows:

Unified Field Services Corp $1,366,760
So. Cal. Pacific Construction Corp $1,447,210
Paso Robles Tank $1,828,788
Harbor Coating & Restoration $1,946,700

7. Staff reviewed the lowest bid submitted from Unified Field Services Corp and found it to be a responsive and responsible bid.

8. Advantage Technical Services, Inc. (ATS) performed the 2018 dive inspection and prepared the project bid documents.

9. City staff negotiated a scope of work and fee with ATS to provide construction phase inspection, as well as monitoring material submittals and contractor workmanship for a total of $147,917. The City is recommending sole source findings for ATS’s work, based on a determination that the City is best served by this particular vendor. More specifically and as noted, ATS performed the 2018 dive inspection and prepared the bid documents, including the technical specifications and are thus most well versed in the project and ensuring compliance by the awarded contractor to the specific project specifications.

Page 236 of 921 ends

10. The total required budget is $1,664,677 which includes a 10% contingency. The current budget available is $1,325,893, therefore, a total of $339,000 will need to be supplemented by the Water Enterprise Fund.

Options

1. Take no action;

2. Authorize the City Manager to enter into an agreement with Unified Field Services Corp for $1,366,760, and ATS in the amount of $147,917 for the Repair and Recoating of Golden Hill Tank #1, and authorize additional budget appropriations of $339,000 from the Water Enterprise Fund; or

3. Provide alternative direction to staff.

Analysis and Conclusions
Maintaining large assets like Golden Hill Tank #1 helps lower risk, optimize water quality, and increase long-term value for water customers. By awarding the repair and recoating contract to Unified Field Services Corp the City will be continuing with its commitment to ratepayers to provide a robust, safe drinking water system at cost-effective rates.

Fiscal Impact
The adopted budget for Fiscal Year 2024-25 includes a budget item for the Golden Hill Reservoir Recoating Project. The total costs of the contracts with Unified Field Services Corp and Advantage Technical Services, Inc. are $1,366,760 and $147,917, respectively. The total project need is $1,664,677, including a 10% contingency. The current budget available for the project is $1,325,893. Therefore, a total of $339,000 will need to be supplemented by the Water Enterprise Fund.

CEQA
The City finds that this action is categorically exempt from the California Environmental Quality Act (“CEQA”) under the Class 1 exemption, which applies to the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing structures, facilities, mechanical equipment, or topographical features where the project involves negligible or no expansion of existing or former use (State CEQA Guidelines, § 15301).

Recommendation (Option 2)
Approve Resolution 25-XXX authorizing the City Manager to enter into an agreement with Unified Field Services Corp for $1,366,760, and Advantage Technical Services, Inc. in the amount of $147,917 for the repair and recoating of Golden Hill Tank #1, and authorize additional budget appropriations of $339,000 from the Water Enterprise Fund.

Attachments

1. Resolution 25-XXX – Golden Hill Tank #1 Recoating

2. Unified Field Services Corp Bid

3. ATS Fee Proposal

Page 237 of 921 ends

Attachment 1
RESOLUTION 25-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES AWARDING A CONSTRUCTION CONTRACT FOR THE REPAIR AND RECOATING OF GOLDEN HILL TANK #1 AND

CONSTRUCTION MANAGEMENT INSPECTION SERVICES
WHEREAS, Golden Hill Tank # 1 is a 4-million-gallon potable-water steel tank that provides operational and emergency water storage for the east side of Paso Robles; and WHEREAS, a dive inspection of the reservoir in 2018 revealed significant degradation of the tank’s protective coatings resulting in areas of significant corrosion and metal loss; and WHEREAS, as the new Westside reservoir is operational, the City water system has the storage capacity necessary to take Golden Hill Tank #1 offline in order to perform the required maintenance and repairs; and
WHEREAS, at bid opening on October 16, 2025, four (4) bids were received ranging from $1,366,760; to $1,946,700 with the lowest bid submitted from Unified Field Services Corp; and WHEREAS, staff reviewed the lowest bid submitted from Unified Field Services Corp and found it to be a responsive and responsible bid; and
WHEREAS, as Advantage Technical Services, Inc. (ATS) performed the 2018 dive inspection and prepared the project bid documents, City staff negotiated a scope of work and fee with them to provide construction phase inspection, as well as monitoring material submittals and contractor workmanship for a total of $147,917; and
WHEREAS, the total required budget is $1,664,677 which includes a 10% contingency; and WHEREAS, the current budget available is $1,325,893, therefore, a total of $339,000 will need to be supplemented by the Water Enterprise Fund.

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. Authorize the City Manager to enter into an agreement with Unified Field Services Corp for $1,366,760, and ATS in the amount of $147,917 associated with the repairs and recoating of Golden Hill Tank Number 1.

Section 3. Find that the award to ATS is issued with a determination that the City is best served by this particular vendor, consistent with City’s Purchasing and Payment Procedures Manual. More specifically and as noted, ATS performed the 2018 dive inspection and prepared the bid documents, including the technical specifications, and are thus most well versed in the project and ensuring compliance by the awarded contractor to the specific project specifications.

Section 4. Authorize the appropriation of an additional $339,000 from Water Enterprise Fund to meet project needs.

Page 238 of 921 ends

Attachment 1
Section 5. The City finds that this action is categorically exempt from the California Environmental Quality Act (“CEQA”) under the Class 1 exemption, which applies to the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing structures, facilities, mechanical equipment, or topographical features where the project involves negligible or no expansion of existing or former use (State CEQA Guidelines, § 15301).

APPROVED this 2
nd day of December, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Martin, City Clerk

Page 239 of 921 ends

1.1 Bid.
00 41 43 - BID FORMS

BID FORM
Bids will be received at the City of El Paso de Robles Public Works Department, 4305 Second Wind Way, Paso Robles, CA 93446, until 2:00 p.m. on October 16, 2025.

NAME OF BIDDER: ___ Un_ ifi_1e_d_F_ie_ld_S_e_rv_ice_
s_C_
o_rp_
o
_
ra_t io_n _______ _
To the Honorable City Council
of the City of El Paso de Robles
Paso Robles, California 93446
The undersigned ·hereby declare that we have carefully examined the location of the proposed Work, and have read and examined the Contract Documents, including all plans, specifications, and all addenda, if any for the following Project:

GOLDEN HILL TANK#1 REPAIR AND RECOATING, DPW PROJECT NO. 21-20 We hereby propose to furnish all labor, materials, equipment, tools, transportation, and services, and to discharge all duties and obligations necessary and required to perform and complete the Project, as described and in strict conformity with the Drawings, and these Specifications for TOTAL BID PRICE indicated herein.

The undersigned acknowledges receipt, understanding, and full consideration of the following addenda to the Contract Documents:

Addenda No. 1, dated 10/7 -1 (revised), dated 10/7 -2, dated 10/8

1. Attached is the required Bid Guarantee in the amount of not less than 10% of the Total Bid Price.

2. Attached is the completed Designation of Subcontractors form.

3. Attached is the fully executed Noncollusion Declaration form.

4. Attached is the completed Iran Contracting Act Certification form.

5. Attached is the completed Public Works Contractor Registration Certification form.

6. Attached is the completed Contractor's Certificate Regarding Workers' Compensation form.

7. Attached is the completed Bidder Information and Experience form.

8. Site Visit Affidavit

9. Proposed Major Equipment and Material Suppliers

10. Fleet Compliance Certification
82477.07000\31456712.1 -17- 00 41 43 - BID FORMS
Attachment 2

Page 240 of 921 ends

A. BID SCHEDULE
NO. ITEM DESCRIPTION

1. Mobilization and
Construction Coordination

2. Removal, Deisposal of
Hazardous Materials

3. New Roof Vents

4. Replace Rafters and
Bracing

5. New Roof Hatch and Move
Interior Ladder

6. New Exterior Ladder and
Door

7. Appurtenance Upgrades
Miscellaneous

8. Guardrail Upgrades and
Ladder Safety Devices

9. Upgrade Girder
Connections

10. Protective Coatings, Interior

11. Protective Coatings, Exterior

12. Operate Dehumidification
System

13. Disinfection

14. Demobilization

15. Warranty Repairs

16. Replace Additional Rafters
(Allowance)
UNIT OF EST.

MEASURE QTY.

LS 1
LS 1
LS. 1
EA 31
LS 1
LS 1
LS 1
LS 1
LS 1
LS 1
LS 1
EA 50
LS 1
LS 1
LS 1
EA 15

BID FORM

UNIT ITEM

PRICE COST
$ 45,000.00$ 45,000.00
$ 78,000.00$ 78,000.00
$ 26,400.00$ 26,400.00
$ 2,750.00$ 82,250.00
$ 17,600.0C $ 17,600.00
$ 20,350.00� 20,350.00
$ 35,200.00$ 35,200.00
$ 1,320.00$ 1,320.00
$ 7,700.00$ 7,700.00
$ 741,853.00 S 741,853.00
$ 193,837.00 $ 193,837.0C
$ 1,000.00$ 50,000.00
$ 3,000.00$ 3,000.00
$ 5,000.00$ 5,000.00
$ 15,000.0C $ 15,000.00
$ 2,750.0C $ 41,250.00
The costs for any Work shown or required in the Contract Documents but not specifically identified as a line item are to be included in the related line items and no additional compensation shall be due to Contractor for the performance of the Work.

In case of discrepancy between the Unit Price and the Item Cost set forth for a unit basis item, the unit price shall prevail and shall be utilized as the basis for determining the lowest responsive, responsible Bidder. However, if the amount set forth as a unit price is ambiguous, unintelligible or uncertain for any cause, or is omitted, or is the same amount as the entry in the "Item Cost" column, then the amount set forth in the "Item Cost" column for the item shall prevail and shall be divided by the estimated quantity for the item and the price thus obtained shall be the Unit Price. 82477.07000\31456712.1 -18- 00 41 43- BID FORMS
Attachment 2

Page 241 of 921 ends

BID FORM
For purposes of evaluating Bids, the City will correct any apparent errors in the extension of unit prices and any apparent errors in the addition of lump sum and extended prices.

The estimated quantities for Unit Price items are for purposes of comparing Bids only and the City makes no representation that the actual quantities of work performed will not vary from the estimates. Final payment shall be determined by the Engineer from measured quantities of work performed based upon the Unit Price.

B. TOTAL BID PRICE:

TOTAL BID PRICE BASED ON BID SCHEDULE TOTAL OF UNIT PRICES FOR ITEMS 1-16 FOR GOLDEN HILL TANK #1 REPAIR AND RECOATING, DPW PROJECT NO. 21-20 $ ____________ 1_,3_s_s._1s_o_.o_o ___________ _
Total Bid Price in Numbers
$ One Million Three Hundred Sixty Six Thousand Seven Hundred Sixty Dollars and No Cents.

Total Bid Price in Written Form
In case of discrepancy between the written price and the numerical price, the written price shall prevail.

The undersigned agrees that this Bid Form constitutes a firm offer to the City which cannot be withdrawn for the number of calendar days indicated in the Notice Inviting Bids from and after the Bid opening, or until a Contract for the Work is fully executed by the City and a third party, whichever is earlier.

The successful bidder hereby agrees to sign the contract and furnish the necessary bonds and certificates of insurance within ten (10) working days after the City provides the successful bidder with the Notice of Award.

Upon receipt of the signed contract and other required documents, the contract will be executed by the City, after which the City will prepare a letter giving Contractor Notice to Proceed. The official starting date shall be the date of the Notice to Proceed, unless otherwise specified. The undersigned agrees to begin the Work within ten (10) working days of the date of the Notice to Proceed, unless otherwise specified.

The undersigned has examined the location of the proposed work and is familiar with the Drawings and Specifications and the local conditions at the place where work is to be done.

If awarded the contract, the undersigned agrees that there shall be paid by the undersigned and by all subcontractors to all laborers, workers and mechanics employed in the execution of such contract no less than the prevailing wage rate within San Luis Obispo County for each craft, classification, or type of worker needed to complete the Work contemplated by this contract as established by the Director of the Department of Industrial Relations. A copy of the prevailing 82477.07000\31456712.1 -19- 00 41 43 - BID FORMS
Attachment 2

Page 242 of 921 ends

BID FORM
rate of per diem wages are on file at the City's Administration Office and shall be made available to interested parties upon request.

Enclosed find cash, bidder's bond, or cashier's or certified check No. xxxx from the xxxxx Bank in the amount of "BIDDER'S BOND" , which is not less than ten percent (10%) of this bid, payable to City of El Paso de Robles as bid security and which is given as a guarantee that the undersigned will enter into a contract and provide the necessary bonds and certificates of insurance if awarded the Work.

The bidder furthermore agrees that in case of bidder's default in executing said contract and furnishing required bonds and certificates of insurance, the cash, bidder's bond, or cashier's or certified check accompanying this proposal and the money payable thereon shall become and shall remain the property of the City of El Paso de Robles.

Bidder is an individual ___ , or corporation x , or partnership ___ , organized under the laws of the State of __ ....::C=a=lii=or:..:..:n=ia'---------- Bidder confirms license(s) required by California State Contractor's License Law for the performance of the subject project are in full effect and proper order. The following are the Bidder's applicable license number(s), with their expiration date(s) and class of license(s):
1009928 / Expires 12/31/2025 - Class A Gen Eng, Class B Gen Building, Class C10 Electrical, C33 Painting If the Bidder is a joint venture, each member of the joint venture must include the required licensing information.

Sureties that will furnish the Faithful Performance Bond and the Labor and Material Payment Bond, in the form specified herein, in an amount equal to one hundred percent (100%) of the contract price within ten (10) working days from the date the City provides the successful bidder the Notice of Award. Sureties must meet all of the State of California bonding requirements, as defined in California Code of Civil Procedure Section 995.120 and must be authorized by the State of California.

The insurance company or companies to provide the insurance required in the contract documents must have a Financial Strength Rating of not less than "A-" and a Financial Size Category of not less than "Class VII" according to the latest Best Key Rating Guide. At the sole discretion of the City, the City may waive the Financial Strength Rating and the Financial Size Category classifications for Workers' Compensation insurance. (signatures continued on next page)
82477.07000\31456712.1 -20- 00 41 43- BID FORMS
Attachment 2

Page 243 of 921 ends

BID FORM
I hereby certify under penalty of perjury under the laws of the State of California that all of the information submitted in connection with this Bid and all of the representations made herein are true and correct.

Executed at __ B_ a_k_e_rs_fie'-ld__,,_C_a_lif--'-o_rn_ia __ _ , on this 15th day of October , 2025 .

UNIFIED FIELD SERVICE CORPORATI ON (Bidders Name - Print or Type) Joseph Watkins, Vice President
(Name and Title
(Corporate Seal)
Names of individual members of firm or names and titles of all officers of corporation and their addresses are listed below:

Name Wesley R Furrh, Jr Title CEO/CFO/S ecretary
Complete Address 6906 Dow11ing Avenue Bakersfield, Ca. 93308 Phone 661-858-8223 FAX ----661-846-6999 ------------
Name Joseph Watkins Title Vice President
Complete Address 6906 Downing Avenue Bakersfield, Ca. 93308 Phone 661-858-8223 FAX 661-846-6999
·---------------
Name _____________
Title __________________ _
Complete Address ___________________________ _
Phone _______________
FAX_______________ . _
Name ------------- Title --------------------
Complete Address___________________________ _
Phone ________________
FAX_______________ _
82477.07000\31456712.1 -21- 00 41 43- BID FORMS
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A D VA N T A G E T E C H N I C A L S E R V I C E S, I N C.

SPECIALTY ENGINEERING AND INSPECTION COMPANY
August 10, 2025
Mr. David Athey, P.E.

Water Resources Manager
City of Paso Robles
1000 Spring St.

Paso Robles, CA 93446
RE: Proposal for Construction Quality Assurance and Engineering Services for the Golden Hill Tank #1 Repair and Recoating Project (DPW 21-20)
Dear Mr. Athey:

Advantage Technical Services (ATS, Inc.) is proposing to provide quality assurance and engineering services for the Golden Hill Tank #1 Repair and Recoating Project.

We are providing the following attachments:
• A TS Project Experience
• A TS Key Personnel
• Cost Estimate
A TS has specialized in inspection, engineering, management and quality assurance of water tank projects for 25 years. Our personnel all have experience in numerous tank projects. Our staff includes three NACE Level III Certified Coating Inspectors. This certification represents the highest level of qualification in the industry. Of those, Judy and Bryce are also AWS Certified Welding Inspectors. They will provide the majority of the inspections on your project. I will be the Project Manager. As in the past, I will be on site for much of the repair work too.

ATS personnel are local to the area and we care that the City's infrastructure functions appropriately and is able to maintain its value in the long term. A TS looks forward to continuing to represent the City of Paso Robles with quality assurance services as we have for over 20 years.

Thank you for considering our firm. Please call if you have any questions.

Sincerely,
Advantage Technical Services, Inc.
wmiam
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D. Bellis, P.E.
6 6 6 1 F E R N CAN YO N R D. SAN L U I S O B I S P 0, CA 9 3 4 0 1 P H. 8 0 5 . 5 9 5 . 2 2 8 2 Attachment 3

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PROPOSAL FOR CONSTRUCTION QUALITY ASSURANCE AND ENGINEERING SERVICES THE CITY OF PASO ROBLES- GOLDEN HILL TANK #1 REPAIR AND RECOATING

PROJECT EXPERIENCE
Oceano Community Services District, Water Storage Tank Rehabilitation The project included removal and replacement of the
corroded roof on a 300,000-gallon potable water tank,
upgrade of appurtenances and re-coating. The new roof
design eliminated inaccessible areas that are notoriously difficult to maintain in the challenging wet interior
environment and coastal exterior environment. A spiral
stairway was added to the exterior to facilitate regular inspection and maintenance. ATS provided inspection,
structural design, specification development and quality assurance services.

Shell Beach Tank #1 Replacement and Miscellaneous Tank Upgrades The project included removal and replacement of the Shell Beach #1, million-gallon potable water storage tank and safety related upgrades to five other existing potable water tanks on various sites. Replacement was chosen for the Shell Beach Tank #1 tank as the most cost-effective solution to issues associated with lead based exterior coatings, severe corrosion damage and outdated seismic design details. ATS, Inc. provided field investigations, recommended solutions, scope options, project specifications and construction management. The project was completed with no significant change orders. Good relations with the surrounding neighborhood were maintained as a result of thorough project planning and open communications during the course of the work.

San Luis Obispo County - New Water Tanks for Cayucos CSA 10 The tanks at this location provide potable water for the public and fire suppression including post-earthquake
. service. The old tank had serious corrosion and was in poor condition to resist damage during a seismic event.

The County chose A TS to assist with scope
development, provide construction quality assurance and engineering consulting. The two new 220,000-gallon
tanks include mechanical anchorage, flexible pipe
connections and seal welded roofs.

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PROPOSAL FOR CONSTRUCTION QUALITY ASSURANCE AND ENGINEERING SERVICES THE CITY OF PASO ROBLES- GOLDEN HILL TANK #1 REPAIR AND RECOATING Twain Harte Community Services District, Water Tank Roof Replacements The project included removal and replacement of the damaged roof on two 1,000,000-gallon potable water tanks, upgrade of appurtenances and re-coating. The new roof structures were designed for a much higher snow load to meet new requirements and improve resistance to rafter overloading. The increased design load necessitated a multi-column center support to accommodate existing soil conditions. The new roof interiors are seal welded and free of complex shapes that create corrosion prevention challenges. ATS provided inspection, structural design, specification development and quality assurance services.

Cambria Community Services District, Fiscalini Water Tank Replacement Project ATS provided structural evaluation of the corroded tank and worked with District staff to design a project that avoided the complex Coastal
Commission permitting process while replacing the
existing tank with one designed for long lasting low
maintenance performance in the challenging coastal
environment. ATS provided all aspects of engineering,
bid administration, management and special
inspection. The specification encouraged contractor
creativity and responsibility for work within an
extremely small site surrounded by environmentally
sensitive area. The design incorporated an innovative
seal-welded roof to reduce interior corrosion (photo).

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PROPOSAL FOR CONSTRUCTION QUALITY ASSURANCE AND ENGINEERING SERVICES THE CITY OF PASO ROBLES- GOLDEN HILL TANK #1 REPAIR AND RECOATING City of Pismo Beach Pier Rehabilitation Project
A TS acted as Consulting Engineer and provided quality assurance oversight. A TS worked with the Project Engineer to develop and specify coating systems and structural details. During the construction phase, A TS provided review of contractor submittals and construction quality assurance for welding and coating.

The City of Paso Robles, Rehabilitation of Golden Hills #1 and Merryhill Tanks ATS provided engineering, construction management and quality assurance services for this project. The project scope included development of coating rehabilitation specifications, excavation, concrete foundation for anchoring of the ----- existing Merryhill Tank, interior and exterior coatings and rehabilitation of the existing roof structure on the Golden Hill Tank. Unique project challenges associated with
existing lead-based coatings and very limited project site area were identified early and addressed during scope
development. A TS provided project development, special inspection, detailed specifications of tank appurtenances and review of Contractor's submittals during the project that helped control change order costs.

City of Santa Maria, Rehabilitation of Wastewater Clarifier #1 and Grit Chamber A TS worked with the City to inspect the corrosion of the existing concrete and steel. As the Project Engineer,
A TS developed the technical documents and contracting
strategy to address the severe corrosion damage,
operational constraints and budget limitations.

Construction specifications incorporated both the latest state-of-the-art coatings, "old school" coatings with a long performance history and a simple innovative
cathodic protection system for redundant protection from corrosion that has proven effective on our previous
projects.

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PROPOSAL FOR CONSTRUCTION QUALITY ASSURANCE AND ENGINEERING SERVICES THE CITY OF PASO ROBLES- GOLDEN HILL TANK #1 REPAIR AND RECOATING Los Osos Community Services District, Maintenance Coating Spot Repairs for the 16th St. Water Tanks
This project with the Los Osos Community Services District included all aspects of engineering, bid administration and management. The project was designed to extend the life of the existing tanks with minimal cost. Specific challenges included working in a neighborhood, on a tight site, lead based coatings and the coastal corrosion environment. The specification encouraged contractor creativity and responsible bidding. When the contractor found through thickness corrosion in the roof, a change order was avoided by ATS design and application of a rapid repair system with NSF61 approved materials.

Kelly Slater Surf Ranch
The Kelly Slater Wave Ranch uses cutting edge science and design to create the longest ridable open-barrel wave in the world. ATS provided structural evaluation and underwater repair of the safety barrier and wave producing
systems. We provided engineering consulting
to the operations group and assisted with the
development of rehabilitation and inspection
plans. A TS successfully developed
procedures and completed novel underwater
repairs to the wave generating foil. Repairs
used composite materials and underwater
application techniques. These techniques
were associated with our patented underwater
coating system which was originally designed
to protect potable water during curing.

City of Paso Robles, Sherwood Pressure Vessels Rehabilitation ATS provided inspection, engineering, quality assurance and construction management services. The project included welded repair, re-coating and testing of two 4,000-gallon ASME pressure vessels that are part of the City's water treatment system for arsenic removal. The vessels were transported to an off-site facility for the work to allow economical completion with low impact to the
neighboring community. The technical specifications
addressed regulatory compliance for welded repair of
pressure vessels and special linings for abrasion resistance in potable water submersion. Cost control strategies where the full scope of welded repairs was unknown prior to
abrasive blast cleaning. Dramatic cost savings was gained by the City when compared to replacement of the vessels.

The vessels were successfully repaired, tested and certified for 150 psi operating pressure.

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PROPOSAL FOR CONSTRUCTION QUALITY ASSURANCE AND ENGINEERING SERVICES CITY OF PASO ROBLES, GOLDEN HILL TANK #1 TANK REPAIR AND RECOATING PROJECT

KEY PERSONNEL
Senior Engineer - Tank Inspection Specialist
William Bellis, P.E. has provided engineering, management and technical services to the construction industry for over 35 years with nearly three hundred tank and corrosion rehabilitation projects completed. Will's experience and certified qualifications put him among a handful of tank experts in the country. A mix of engineering, quality assurance and management experience give Will a balanced perspective on the needs of the project and project team. Will has a B.S. in Engineering from Cal Poly San Luis Obispo. He has been qualified by API as an API 653 tank inspector which is the primary industry standard for tank rehabilitation. Will is an American Society of Nondestructive Testing Level Ill which is the highest certification level for qualification of nondestructive testing personnel. Will has been certified by ICBO as a Concrete Inspector and Structural Steel Inspector, by the National Association of Corrosion Engineers as a Coating Inspector and is an AWS Certified Welding Inspector. In 2018 Will was granted a patent for the "Cure Barrier" underwater coating system that helps prevent contamination of drinking water during in-service repairs.

Will was the Project Engineer for a tank contractor for 8 years where he developed an in-depth understanding of the design, estimating and construction of water and wastewater tank structures. Will has participated in the writing and editing of the National Standard for Welded Steel Tanks for Water Storage (AWWA D100). Later in his career, Will moved to Alaska to work as a Project Manager for several large, complex construction projects in some of the world's most challenging conditions. Will was the Project Manager for the Badami Pipelines Project in the winter of 1998 which was a $27 million dollar project extending above ground cross country pipelines far east of Prudhoe Bay. This project included the first winter pipeline crossings of major arctic rivers designed to reduce impact on sensitive habitat. Will managed an office staff of nearly 30, and over 300 union craft personnel who completed the work on schedule and within budget. About 90% of the work was completed in four months between January and April of 1998. Will worked as Project Manager for several smaller projects then successfully culminated his career in Alaska as Arctic Slope Regional Corporation's Project Manager for the Northstar Project. The Northstar Project was the first offshore oil pipeline in Arctic Alaska where pipelines were constructed on floating sea ice then lowered into the sea. The $41 million dollar project was extremely complex but the project was completed within budget and a very tight schedule. Will has returned to Alaska to work as a consultant for ASRC several times in the last twenty years to manage projects and write over $1 million worth of change orders for various construction projects.

In 2000 Will returned to the Central Coast where he and Judy started ATS. During the last 25 years, Will has developed specifications for many tank and corrosion rehabilitation projects.

Will's unique blend of education, credentials and experience make him well qualified for the Project Engineer/Project Inspector position on the ATS team.

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Coatings and Corrosion Prevention Specialist
Judy Bellis has been helping our clients prevent corrosion with coatings for over fifteen years.

Judy has extensive experience in the field that is an important foundation for projects where long lasting service is the goal. Judy has been working in the construction industry since her graduation from Cal Poly San Luis Obispo in 1985.

Judy is the Qualifying Individual for ATS' General Engineering Contractor license. Judy is an AWS Certified Welding Inspector and holds the highest Coatings Inspector certification, NACE Level Ill. Judy is also a Level II Magnetic Particle Testing and Die Penetrant Testing Technician. These credentials and her field experience provide Judy with valuable insight that she applies to water and wastewater projects. Judy has experience on many public works jobs including specification development for Oceano CSD Tank Rehabilitation, Los Osos CSD's 16th St. Reservoir Repair, Cambria CSD's Fiscalini Tank Replacement Project, Pismo Beach's Shell Beach Tank #1 Replacement, SLO City's Wastewater Treatment Plant Upgrades and Twain Harte CSD's tank rehabilitation projects. She is experienced with regulatory requirements for certified payroll, insurance and environmental health. Judy has extensive experience with AWWA D102 Standard for Coating Steel Water Storage Tanks and NACE Standards.

Tank Coating and Welding Quality Assurance Specialist - Inspection Supervisor Bryce Griffith is a third generation tankie with personal experience in the industry since 2012.

Bryce has worked for tank builders as well as a coatings manufacturer building a wealth of knowledge and experience in Water, Wastewater, Energy, and Structural Steel markets.

Bryce Griffith is an AWS Certified Weld Inspector, AMPP Senior Certified Coatings Inspector, and LADBS Quality Control Inspector for a variety of categories. Bryce also has training in OSHA 510, OSHA 30, NCCCO Mobile Crane Operator-Telescopic Boom Cranes Swing Cab, Competent Person for Fall Protection, California Certified Rigging, Confined Space Entry, California Scaffold Use/Erection for Construction.

Quality Assurance Inspector
Hugh Mccaffrey has worked in public works construction and private industry providing quality assurance services on projects for over 25 years. Hugh has worked with ATS for over 15 years with experience spanning from water and wastewater facilities to the Arctic Slope of Alaska.

Hugh's experience in welding technology provides him with an understanding of the importance of quality workmanship.

Hugh is an AWS Certified Welding Inspector, ATS Level I Coating Inspector, Level II Magnetic Particle Testing and Level II Die Penetrant Testing Technician and an ACI Certified Concrete Field-Testing Technician. He is well-versed in industry codes and standards including American Water Works Association D100- Welded Steel Tanks for Water Storage, Welding Pipeline and Related Facilities Standard (API 1104) and the Structural Steel Welding Code (AWS D1 .1 ).

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Quality Assurance Inspector/Dive Supervisor
Chuck Rawlinson has extensive experience with tank coatings with over 30 years as an Inspector Diver, Coating Inspector and Under Water Coating Applicator. Chuck has been a valuable consultant employee with ATS for over 1 O years. Chuck's extensive experience as a tank inspector gives him a depth of understanding of the problems associated with corrosion on tanks and the impacts of poor workmanship. ATS is fortunate to have access to Chuck's wealth of experience as a team member.

Coatings and Corrosion Prevention Specialist - Resident Inspector Tim DeKorte has worked with A TS for 25 years on numerous water and wastewater projects assisting with mitigating infrastructure corrosion using innovative coating solutions. Tim has been a NACE CIP Level Ill Coating Inspector since 2004. Tim started in the coating industry managing his family's industrial painting and contracting business. Tim worked for Carboline Company in sales then as Engineering Sales Manager. This work included water tanks Wastewater, Nuclear Power, Conventional Power, Renewable Power and Petrochemical, Pipelines. This experience and Tim's long-term relationship with A TS makes him a key part of our work family.

Structural Engineer (Subconsultant)
John Bradley is one of the most experienced tank specialists in the nation. John has completed structural engineering on over 750 tank and vessel projects and has worked with ATS on Pismo Beach's Shell Beach #1 tank replacement project, the Cambria CSD's Fiscalini Welded Steel Tank replacement project and several other minor projects. John is registered as a Structural Engineer in seven states and as a Civil Engineer in thirty-eight states and Canada. John has a B.S. in Civil Engineering from Cal Poly and graduated Magna Cum Laude. John has extensive experience with steel and concrete structures and has developed computer-based design programs to optimize quality and efficiency in the design of tanks, vessels and other structures.

John is proficient in AutoCAD and RISA-3D. John's extensive structural engineering experience aligns perfectly with ATS's specialty areas and make him a valuable asset to the team.

Electrical Engineer
Kent Burnett, P.E., M.S. has a diverse set of electrical engineering skills including public works projects and over five years with PG&E as a transmission protection engineer. Kent recently worked on Pismo Beach Shell Beach 1 electrical and control system. He understands the public utility interface and provided electrical engineering support on the Cambria CSD Fiscalini electrical and control systems development. Kent also has significant field experience where he performed troubleshooting, repair, and new construction for commercial and public utilities including Big Bear Area Regional Wastewater Agency (BBARWA}, Big Bear City CSD, Valley Community Hospital, and Bear Mountain ski resorts. The resort infrastructure includes 12 MW of diesel generation, medium voltage distribution, motor drives and starters, chair lift control circuits, snowmaking equipment, computer network cabling, alarm systems, and others. Kent has a B.S. and M.S. in Electrical Engineering from California Polytechnic State University, San Luis Obispo.

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Paso Robles City CouncilDecember 2, 2025

Paso Robles City Council
December 2, 2025