CITY OF EL PASO DE ROBLES
"The Pass of the Oaks"
City Council Special Meeting Agenda
Budget Goals & Initiatives Workshop
Wednesday, May 6, 2026, 6:00 PM
Centennial Park - Norris Room
600 Nickerson Drive
Paso Robles, CA 93446
Residents can livestream the meeting at www.prcity.com/youtube, and call (805)865-7276 to provide public comment via phone. The phone line will open just prior to the start of the meeting and remain open throughout the meeting to ensure the opportunity to comment on each item heard by the Council. Written public comments can be submitted via email to [email protected] prior to 12:00 noon on the day of the Council meeting to be posted as an addendum to the Agenda. If submitting written comments in advance of the meeting, please note the agenda item by number or name.
City Council meetings will be live-streamed during the meeting and also available to play later on YouTube by accessing the following link: www.prcity.com/youtube.
Any writing or document pertaining to an open session item on this agenda which is distributed to a majority of the City Council after the posting of this agenda will be available for public inspection at the time the subject writing or document is distributed. The writing or document will be available for public review in the City Clerk’s Office, 1000 Spring Street, Paso Robles, CA, during normal business hours, and may be posted on the City’s web site at www.prcity.com/meetings.
AMERICANS WITH DISABILITIES ACT Any individual, who because of a disability needs special assistance to attend or participate in this meeting, may request assistance by contacting the City Clerk’s Office (805) 237- 3960. Whenever possible, requests should be made four (4) working days in advance of the meeting.
Pages
A. CALL TO ORDER
B. ROLL CALL
C. PLEDGE OF ALLEGIANCE
D. STAFF INTRODUCTIONS
E. NO GENERAL PUBLIC COMMENT
Public comment for Special Meetings is limited to agenda items only and an opportunity will be provided for each agenda item after the item has been presented.
F. DISCUSSION ITEMS
1. Review of the City Council Vision Statement, Staff Recommendations, and Key Outcomes from the Visioning and Goal Setting Process for the 2026 City Council Vision, Goals, and Initiatives Document
3 - 45
Chris Huot, City Manager
CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
City Council Special Meeting Agenda May 6, 2026
Recommendation: Provide direction to staff to incorporate City Council feedback, along with input from the public and key stakeholders, into a refined final City Council Vision, Goals, Priorities, and Work Plan document, and return at a future meeting for Council consideration and acceptance as part of the strategic framework supporting the FY 2026–28 budget cycle.
G. ADJOURNMENT
City Council Special Meeting Agenda May 6, 2026
Council Agenda Report
From: Chris Huot, City Manager
Subject: Review of the City Council Vision Statement, Staff Recommendations, and Key Outcomes from the Visioning and Goal Setting Process for the 2026 City Council Vision, Goals, and Initiatives Document
CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Date: May 6, 2026
Facts
1. The City Council has historically established and approved goals as part of its budget cycle, providing consistent policy direction and aligning organizational priorities with available resources.
2. The adoption of Council goals in conjunction with the budget process reflects a best practice in municipal governance, supporting strategic planning, organizational alignment, and effective performance management.
3. Incorporating clearly defined goals into the budget cycle promotes transparency, accountability, and continuity in decision-making, while allowing flexibility to respond to evolving community needs and priorities.
4. On November 21, 2025, a facilitated workshop was conducted by Jacob Green and Associates, Inc. (JGA) for the City Council and City Manager to provide an opportunity to collaborate and engage in structured strategic discussions related to the overall vision of the Council.
5. The workshop created an opportunity for the Council to undertake a deeper dive into strategic priorities, while offering the tools and structure needed to clarify objectives, evaluate trade-offs, and define actionable paths forward.
6. The workshop was held in advance of the FY 2026-2028 budget process to ensure both City Council and staff enter the upcoming budget cycle with clear expectations and unified priorities.
7. The process culminated in establishing the City’s first-ever vision statement through a collaborative workshop process that strengthened alignment and clarified priorities, resulting in a framework with six goal areas and supporting initiatives to guide the FY 2026–2028 budget cycle.
8. The Council's preliminary Goal and Initiative focus areas included:
a. Facilities, Transportation & Infrastructure
b. Public Safety
c. Housing & Homelessness
d. Cultural, Recreational & Open Space
e. Community & Economic Development
f. Efficient & Effective Governance
9. In December 2025, the City extended its engagement with Jacob Green & Associates, Inc. to continue the facilitation services with the City’s leadership team, further refining the Council’s goals and initiatives to identify actionable projects for inclusion in the FY 2026–28 budget.
City Council Special Meeting Agenda May 6, 2026
10. During February and March 2026, City leadership and key staff members participated in work planning sessions to collaboratively develop up to six initiatives for each Council goal area, ensuring that identified projects are both aligned with Council direction and achievable within the upcoming budget cycle.
11. The process focused on identifying departmental initiatives that advance Council priorities, establishing practical implementation strategies and steps, assigning lead departments and supporting teams, and outlining preliminary timelines to guide execution. The resulting initiatives emphasize continuous improvement and are designed to keep the City responsive to long-term community priorities while adapting to emerging needs and opportunities.
12. On April 7, 2026, City Council received a presentation of the draft Goals, Priorities, and Work Plan for review, discussion, and input to guide further refinement. Councilmembers provided direction, and stakeholders in attendance also provided input. The Council directed staff to schedule a special meeting dedicated exclusively to focused discussion of the Goals, Priorities, and Work Plan.
Community Outreach
Community outreach was conducted during the April 7th City Council meeting, providing an opportunity for members of the public to engage in the visioning and goal-setting process, offer input on priorities, and share feedback to help inform development of the City Council Vision, Goals, Priorities, and Work Plan.
Options
In list form, name and provide a brief description of the primary options, including:
1. Take no action
2. Receive the presentation on the draft City Council Vision, Goals, Priorities, and Work Plan developed through the facilitated strategic planning process with Jacob Green & Associates and the City’s leadership team. Provide feedback and direction to staff, along with input from the public and other key stakeholders, to guide further refinement, and direct staff to return with a final document for City Council consideration and acceptance as part of the strategic framework supporting the FY 2026–28 budget cycle.
3. Provide alternative direction to staff.
Analysis and Conclusions
The establishment of clear goals is a foundational component of the City’s strategic planning framework, translating the City Council’s vision into defined, actionable priorities that guide decision-making across the organization. These goals align the efforts of City Council, leadership, and staff, ensuring a coordinated approach to achieving desired outcomes while maintaining consistency in policy direction. In the context of the FY 2026–2028 budget cycle, goals play a critical role in shaping resource allocation by establishing priorities that inform funding decisions, staffing, and program implementation. By identifying strategic objectives and supporting initiatives in advance, the City is better positioned to evaluate trade-offs, focus limited resources on the highest-impact activities, and ensure that departmental work plans, capital investments, and service delivery efforts are aligned with community needs and Council direction.
Additionally, this structured approach enhances transparency and accountability by clearly linking budget decisions and operational planning to the City’s adopted vision and long-term priorities, while allowing flexibility to adapt to evolving conditions and emerging opportunities.
The purpose of this discussion item is to solicit feedback from the public, City Council, and other key stakeholders as staff continue to develop and refine the proposed goals and associated initiatives. This City Council Special Meeting Agenda May 6, 2026
input will help ensure that the City’s priorities reflect community needs and Council direction while remaining practical and achievable.
During the November 21 City Council Goal Setting Workshop, the City Council deliberated on and developed the City’s first-ever vision statement. The resulting draft vision statement is:
“We envision a welcoming and thriving community with a diverse economy and quality jobs that empower every generation to build their future here in Paso Robles.” A vision statement is an important component of a comprehensive strategic framework, as it defines the community’s long-term aspirations and provides a unifying direction for decision-making. It serves as a forward-looking guide that will ultimately complement the City’s mission statement, which defines the organization’s purpose, and core values, which establish guiding principles for organizational behavior and service delivery. While the mission statement and core values are not part of this specific process, they are anticipated to be developed in the coming year to further strengthen the City’s organizational framework.
As part of this process, staff will seek the City Council's formal consideration and approval of the City’s first vision statement. Once adopted, the vision statement will play a key role in shaping the City’s organizational culture, guiding strategic decisions, and aligning actions across departments to ensure continued alignment with the community’s long-term goals.
Attachment 1 of the Staff Report represents the City Council’s 2026 Vision, Goals, and Initiatives, developed through the November 2025 strategic planning process. The document outlines a shared vision for a welcoming and thriving community supported by a diverse economy and quality job opportunities.
In addition, it serves as a guiding framework for the City Council and staff, identifying key priorities and strategic initiatives that will shape policy decisions, resource allocation, and operational focus in the coming years. It reflects the City’s commitment to thoughtful growth, community well-being, and longterm sustainability, while providing a roadmap to achieve measurable outcomes aligned with the community’s values and aspirations.
Utilizing City Council’s 2026 Vision, Goals, and Initiatives document, City leadership and key staff completed facilitated work-planning sessions for each Council goal area and identified initiatives and strategies that align with Council priorities and departmental responsibilities. In developing these initiatives, department leadership evaluated programs and activities to ensure alignment with the City Council’s strategic objectives and operational priorities. Each initiative was designed to support one or more of the Council’s six policy goals, ensuring departmental work programs directly advance adopted priorities. Initiatives were also assessed for their ability to deliver measurable outcomes, such as improvements in service delivery, infrastructure reliability, public safety, economic development, and community engagement.
As reflected in Attachment 2, the City of Paso Robles Work Planning Tracker in the Staff Report, this effort represents a coordinated, organization-wide approach to translating policy direction into an actionable work plan. The resulting Goals and Initiatives framework integrates key planning resources, including City Master Plans, departmental strategic plans, and project studies, to align Council priorities with day-to-day operations, guide departmental work, and support effective implementation over the FY 2026–2028 budget cycle. It will continue to be shaped through the City Council and public input before finalization.
City Council Special Meeting Agenda May 6, 2026
The next phase of the process focuses on finalizing the work plan document and the accompanying implementation tracker. Attachment 3: DRAFT City of Paso Robles Strategic Work Plan provides a preliminary preview of what the final document will look like when presented to the City Council. The work plan is currently being refined to ensure consistency in structure, language, and alignment across departments. Once complete, it will serve as a comprehensive roadmap to guide City departments in implementing Council priorities over time, while the accompanying tracker will function as an internal management tool to monitor progress, track key milestones, coordinate cross-departmental efforts, and promote accountability and transparency across the organization.
Lastly, it is anticipated that the final document outlining the City’s goals and associated initiatives will be presented to the City Council with a recommendation for acceptance during the regularly scheduled June 2 nd City Council meeting. The initiatives identified in the work plan will serve as key objectives for City staff and will help guide strategic efforts and priorities for the FY 2026–2028 budget cycle.
Fiscal Impact
There is no direct fiscal impact associated with this item. The facilitated strategic planning sessions were anticipated and funded within the City Manager’s Office budget for Fiscal Year 2025–26. Any fiscal impacts related to implementing the objectives and initiatives associated with the Council’s goals will be evaluated and incorporated as part of the FY 2026–28 budget development and approval process.
CEQA
The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Recommendation (Option 2)
Provide direction to staff to incorporate City Council feedback, along with input from the public and key stakeholders, into a refined final City Council Vision, Goals, Priorities, and Work Plan document, and return at a future meeting for Council consideration and acceptance as part of the strategic framework supporting the FY 2026–28 budget cycle.
Attachments
1. 2026 City of Paso Robles Vision, Goals, and Initiatives
2. City of Paso Robles Work Planning Tracker
3. DRAFT_City of Paso Robles Strategic Work Plan_FY26
City Council Special Meeting Agenda May 6, 2026
Attachment 1
City Council Special Meeting Agenda May 6, 2026
Attachment 1
City Council Special Meeting Agenda May 6, 2026
PASO ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Objective Owner Start Date Target
Completion
1. Facilities,
Transporation &
Infrastructure
1.1 - Transportation Infrastructure Program Management Dave LaCaro 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
Dave LaCaro, Leslie
Frazier 7/1/2026 12/31/2027 PW, Eng Outdated signal technology and system compatibility constraints Dave LaCaro, Leslie
Frazier 1/1/2027 6/30/2028 PW, Eng
Outdated infrastructure and equipment;
potential community concerns related to
mobility changes
Dave LaCaro, Ditas
Esperanza, CMO,
Management
Analyst
7/1/2026 6/30/2028 PW, Finance,
CMO
Funding availability, construction
scheduling constraints, and coordination
with utilities and partner agencies may
impact project timing and delivery
Dave LaCaro, Ditas
Esperanza, CMO,
Management
Analyst
7/1/2026 6/30/2028 PW, Finance,
CMO
Funding availability, construction
scheduling constraints, and coordination
with utilities and partner agencies may
impact project timing and delivery
Dave LaCaro, Ditas
Esperanza, CMO,
Management
Analyst
7/1/2026 6/30/2028 PW, IT/GIS,
CMO
Public awareness, communication
capacity, community expectations
Enhance public communication and transparency of roadway improvements through the “Our Streets” program, including maps and project updates Strategy / Step
Expand adaptive signal timing and coordination along major corridors Improve multimodal mobility for pedestrians, cyclists, and transit users Implement and regularly update the 5-Year Roadway Treatment Plan based on pavement condition data and available funding, and align recommendations with Measure I-24 initiatives
Implement, prioritize, and communicate the City’s 5-Year Roadway Rehabilitation and Maintenance Program funded by Measure I-24
Attachment 2
City Council Special Meeting Agenda May 6, 2026
.
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
1. Facilities,
Transporation
&
Infrastructure
1.2 - Stormwater and Drainage Infrastructure
Management David LaCaro 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
PW Director
(Vacant), David
LaCaro
7/1/2026 9/30/2027 PW, Grant
Writer
Federal funding availability,
competitiveness of grant applications
PW Director
(Vacant), David
LaCaro
7/1/2027 6/30/2028
PW, CIP,
Admin
Services
Funding availability, coordination with
utility providers
PW Director
(Vacant), David
LaCaro
7/1/2027 6/30/2028
PW, CIP,
Admin
Services
Funding availability, coordination with
utility providers, and property access
constraints
PW Director
(Vacant), David
LaCaro
7/1/2026 6/30/2028
PW, Eng, CIP,
Admin
Services,
Planning
Funding availability, coordination with
utility providers, property access
constraints, developer participation, and
potential community concerns
Strategy / Step
Pursue Federal Highway Administration (FHWA) funding for anchored mesh stabilization improvements
Implement capital projects identified in the Stormwater Master Plan (SWMP) Improve drainage capacity in flood-prone areas
Integrate green infrastructure and stormwater capture strategies into capital planning and project delivery
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
1. Facilities,
Transporation
&
Infrastructure
1.3 Public Facilities Infrastructure Planning and
Improvement Dwayne Brown 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Dwayne Brown 7/1/2026 6/30/2028 All Departs.
Aging infrastructure and equipment,
funding availability, facility space
constraints
Dwayne Brown 7/1/2026 6/30/2028 All Departs.
Aging infrastructure and equipment,
funding availability, system
implementation and integration
challenges, and facility space
constraints
Warren Frace 7/1/2026 6/30/2028
CMO,
CD,PW,Utilitie
s, Admin Svcs.
Funding availability, infrastructure
capacity constraints, and coordination
with regional partners and utilities may
impact project timing and delivery.
Strategy / Step
Implement capital improvements identified in the Citywide Facilities Master Plan
Optimize facility maintenance operations through implementation of an asset management system
Develop and implement an infrastructure delivery strategy to extend roads, water, and sewer service to the Airport Area, Mill Road Area, and North Chandler Specific Plan Area to support planned development and reduce constraints to growth.
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
1. Facilities,
Transporation
&
Infrastructure
1.4 Airport Infrastructure and Development Mark Scandalis 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
Mark Scandalis 7/1/2026 6/30/2028 PW, CMO
Regulatory review processes, including
FAA coordination and environmental
requirements, may extend project
timelines
Mark Scandalis 7/1/2026 12/31/2027 PW, CMO
Funding availability, particularly reliance
on federal grant funding, may delay
project implementation, along with City
approval processes
Mark Scandalis 7/1/2026 1/30/2027 PW, CMO
Airport Master Plan outcomes, including
potential property acquisition and land
use planning in the northwest area of
the Airport, may impact project scope
and timing
Mark Scandalis 7/1/2026 6/30/2028 PW, CMO
Mark Scandalis 7/1/2026 12/31/2027 PW, CMO
Funding availability to support full
buildout of required physical security
infrastructure, including fencing, gates,
and cameras, to secure the Airport
perimeter
Mark Scandalis 7/1/2026 6/30/2027
Environmental permitting requirements,
including the limited duration of the
Nationwide 404 Permit (issued May 7,
2025), and associated funding
constraints may impact project timing
and delivery
Enhance airport security planning and implementation
Extend Propeller Drive and improve access to support Cal Fire operations Strategy / Step
Pursue Federal Aviation Administration (FAA) spaceport licensing Receive approval for and begin the planned process for the main terminal redesign.
Evaluate and establish additional locations for spaceport activities Pursue grant funding for taxiway rehabilitation and improvements Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
2. Public
Safety
2.1 Strengthen Organizational Capacity and
Infrastructure
Damian Nord /
Jonathan
Stornetta
7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2027 CMO, PW, Finance, CDD Funding availability, site availability,
interdepartmental coordination, land
acquisition constraints
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2027 PD, Fire, CMO
Funding availability, grant
competitiveness, unclear ownership and
coordination across departments
Damian Nord /
Jonathan Stornetta/
Public Works
Director (Vacant)
7/1/2026 6/30/2027 PD, Fire
Ownership and leadership alignment,
interdepartmental coordination,
resource availability
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2028 PW
Project already underway, construction
timelines, coordination with Public
Works in progress
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2027 PW, IT
Funding availability, construction
phasing constraints, coordination with IT
and Public Works
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2027 CMO
Leadership alignment, resource
availability, coordination between
departments
Retrofit existing facilities to accommodate current operational capacity Develop a comprehensive strategic plan for Police and Fire Departments Strategy / Step
Identify and secure a site for a future public safety facility Pursue grant funding and alternative financing strategies for public safety infrastructure
Develop a Public Safety Facilities Master Plan
Construct a training classroom at the Public Safety Training Center Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
2. Public
Safety
2.2 Enhance Training, Professional Development, and
Career Pathways
Damian Nord /
Jonathan
Stornetta
7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2027 Cuesta College
Coordination with Cuesta College,
program development timelines,
resource availability
Jonathan Stornetta 7/1/2026 6/30/2028 Cuesta
College
Coordination with Cuesta College,
program capacity, staffing and instructor
availability
Jonathan Stornetta 7/1/2026 6/30/2027 PD
Staffing capacity, program development
resources, cross-department
coordination
Damian Nord 7/1/2026 10/30/2026 HR Recruitment challenges, funding availability, onboarding timeline
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2027 CMO Staff availability, scheduling constraints, coordination across departments
Damian Nord 7/1/2026 6/30/2028 CMO, CPCA
Staffing capacity, need for dedicated
personnel to manage accreditation
process, compliance requirements
Expand Emergency Operations Center (EOC) training programs Achieve Police Department accreditation
Strategy / Step
Continue partnership with Cuesta College to develop and implement fire technology programs
Continue partnership with Cuesta College to develop and implement a firefighter academy program
Develop leadership, succession planning, and professional development programs
Recruit and hire a full-time training coordinator
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
2. Public
Safety
2.3 Improve Financial Stewardship and Long-Term
Sustainability
Damian Nord /
Jonathan
Stornetta
7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2028 PW, CMO, Finance
Voter approval, economic conditions,
public perception, timing of ballot
measures
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2028 Finance, CMO, HR
Funding availability, grant
competitiveness, coordination across
agencies, staff capacity to manage
applications
Strategy / Step
Plan for long-term revenue sustainability through renewal of Measure J-20 Pursue grant funding, partnerships, and regional collaborations to support public safety operations
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
2. Public
Safety
2.4 Expand Community Engagement and Public
Communication
Jonathan
Stornetta 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Jonathan Stornetta 7/1/2026 6/30/2028
Staffing capacity, community
participation and engagement, resource
availability
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2028
Need for a Public Information Officer
(PIO), staffing capacity, program
coordination and outreach
Strategy / Step
Expand wildfire mitigation and defensible space education programs Increase public education and community preparedness through Community Emergency Response Team (CERT) programs
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
2. Public
Safety
2.5 Enhance Data-Driven Decision Making and Workload
Analysis
Damian Nord /
Jonathan
Stornetta
7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Damian Nord /
Jonathan Stornetta 7/1/2026 6/30/2028 HR
Funding availability, recruitment
challenges, compliance with AB 645
requirements
Damian Nord /
Jonathan Stornetta 7/1/2027 6/30/2028 IT, Finance
Funding availability, system
implementation, and integration
challenges, potential service disruptions
during transition
Damian Nord /
Jonathan Stornetta 7/1/2027 6/30/2028 CMO, Finance, HR
Funding availability, staffing capacity,
implementation prioritization, and
change management
Strategy / Step
Hire additional staffing for the communications center to meet AB 645 requirements for dedicated Fire Dispatchers
Upgrade the Computer-Aided Dispatch (CAD) system
Implement recommendations from the Standards of Cover (SOC) and Community Risk Assessment (CRA) to align resources with community risks Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
2. Public
Safety
2.6 Advance a Public-Private Partnership for the
Delivery of Emergency Medical Services
Jonathan
Stornetta 7/1/2026 6/30/2027
Owner Start Date Target
Completion Support Barriers/Notes
Jonathan Stornetta 7/1/2026 6/30/2027
CMO,
Finance, HR,
IT, Cities, SubContractor
Competitive procurement process, risk
of not being awarded the contract
Jonathan Stornetta 7/1/2026 1/30/2027
CMO,
Finance, HR,
IT, Cities, SubContractor
County support and alignment,
coordination across jurisdictions, longterm financial sustainability Jonathan Stornetta 7/1/2026 1/30/2027
CMO,
Finance, HR,
IT, Cities, SubContractor
County support, funding availability,
recruitment and staffing challenges
Strategy / Step
Respond to County Request for Proposals (RFP) for ambulance services Establish a governance structure in coordination with participating cities Recruit and hire personnel to support EMS division operations Attachment 2
City Council Special Meeting Agenda May 6, 2026
Goal Objective Owner Start Date Target
Completion Risk
3. Housing &
Homelessnes
s
3.1 Develop and implement a coordinated
homelessness communication and outreach framework
aligned with City and regional efforts
Ashlee Hernandez 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Ashlee Hernandez 7/1/2027 6/30/2028 PD, FD, HSD,
CMO
Interagency coordination, legal and
regulatory considerations, operational
capacity, and resource availability
during response activities.
Ashlee Hernandez 7/1/2026 6/30/2027
IT, Coms, 211,
County
Partners, Non
Profit Service
Providers
Data availability, system integration,
ongoing maintenance capacity, and
coordination with service providers.
Strategy / Step
Strengthen interagency coordination and operational response to address homelessness-related needs, including during extreme weather events.
Improve access to timely, public-facing information and resource navigation for individuals experiencing homelessness and the service providers.
PASO ROBLES - STRATEGIC WORK PLAN
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
3. Housing &
Homelessnes
s
3.2 Expand Affordable Housing Development and
Implementation Opportunities Warren Frace 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
Warren Frace 7/1/2026 6/30/2027
Staffing capacity, developer
participation, financing constraints,
market conditions
Warren Frace 7/1/2026 6/30/2027 CMO Developer participation, market conditions, permitting timelines
Warren Frace 7/1/2026 6/30/2027 CMO Developer participation, coordination across agencies
Warren Frace 7/1/2026 6/30/2028 State requirements, regional coordination, resource availability
Warren Frace 7/1/2026 6/30/2028 HSD
Funding availability, consultant
procurement timelines, program design
complexity
Ashlee Hernandez 7/1/2026 6/30/2027 CMO, CD, CS
Staffing capacity, funding availability,
cross-department coordination, and
alignment with regional partners.
Plan for housing opportunities for extremely low-income households with consultant support
Establish and convene a Housing Constraints and Opportunities Committee (HCOC) to identify barriers, develop recommendations, and coordinate with SLOCOG to support equitable housing unit allocation in Paso Robles.
Strategy / Step
Implement a Multifamily Housing Accelerator Program as part of the Economic Development Strategic Plan, including formalizing the Accelerator Map and presenting it to City Council.
Facilitate entitlement of 50–100 multifamily housing units annually Conduct regular coordination meetings with the Paso Robles Housing Authority and tax credit developers
Coordinate Regional Housing Needs Allocation (RHNA) planning and Housing Element updates
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
3. Housing &
Homelessnes
s
3.3 Increase Access to Behavioral Health, Detox, and
Substance Use Services Ashlee Hernandez 7/1/2026 6/30/2027 Owner Start Date Target
Completion Support Barriers/Notes
Cmdr Lehr, Ashlee
Hernandez 7/1/2026 6/30/2027
PD, CAT,
County
BehHealth,
Non Profit
Service
Providers
Staffing capacity, service availability,
participant engagement, and
coordination across departments.
Cmdr Lehr, Ashlee
Hernandez 7/1/2026 6/30/2027
County
BehHealth,
County Jail,
Non Profit
Partners,
Healthcare
Providers,
Regional
Agencies
Dependence on partner agencies,
service capacity limitations, crossjurisdictional coordination, and funding availability.
Cmdr Lehr, Ashlee
Hernandez 7/1/2026 6/30/2027
PW, Caltrans,
County
Partners,
Legal, Non
Profit Partners
Permitting requirements, interagency
coordination, implementation capacity,
and funding availability.
Strategy / Step
Strengthen coordinated outreach and engagement efforts to connect individuals in priority areas with behavioral health, detox, and substance use service utilizing standardized data sets.
Enhance interagency and cross-sector partnerships to improve service access, coordination, and continuity of care.
Support implementation of place-based public health and safety strategies that facilitate service connection and reduce barriers to care.
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
3. Housing &
Homelessnes
s
3.4 Advance coordinated, place-based strategies that
improve public health, safety, and quality of life in areas most affected by homelessness-related impacts
Ashlee Hernandez 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Ashlee Hernandez,
Cmdr Lehr 7/1/2026 6/30/2027
PW, Caltrans,
Paso Waste,
Code
Enforcement,
PD
Staff capacity, interagency coordination
with Caltrans, permitting requirements,
and funding availability
Ashlee Hernandez,
Cmdr Lehr 7/1/2026 6/30/2027
PW,
Subcontractor
s, Paso
Waste, Legal,
Code
Enforcement
Coordination with Caltrans, permitting
requirements, contractor capacity, and
ongoing funding availability
Ashlee Hernandez 7/1/2026 6/30/2028
Local Non
Profit Partners,
EconDev, PW,
Community
Services,
Grant/Funding
Partners
Program development capacity, partner
coordination, and funding availability for
long-term implementation
Strategy / Step
Implement targeted infrastructure improvements in priority areas to support safer, healthier, and more functional public spaces
Strengthen maintenance, cleanup, and beautification efforts to improve environmental conditions and neighborhood livability
Build sustainable implementation capacity through partnerships, workforce pathways, and strategic funding prioritization
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
4 Cultural,
Recreational
& Open
Spaces
4.1 Develop a Citywide Parks, Recreation, and Trails
Master Plan Angelica Fortin 7/1/2026 3/30/2027
Owner Start Date Target
Completion Support Barriers/Notes
Angelica Fortin 7/1/2026 7/26/2026 City Council Funding availability, competing budget priorities
Angelica Fortin 7/1/2026 7/31/2026 PW Procurement timelines, staff capacity Angelica Fortin 9/1/2026 10/31/2026
Recreation,
Parks, PW,
Administrative
Services
Consultant availability, evaluation and
selection process timelines
Angelica Fortin 11/1/2026 3/30/2027
Recreation,
Parks and
Trails, User
Groups,
Volunteers,
Youth
Commission,
PRAC, SCAC,
Library, Local
Non-Profits
Community participation, stakeholder
alignment, outreach capacity
Angelica Fortin 4/1/2027 5/27/2026 YC, SCAC Consultant timelines, staff coordination, scope alignment
Angelica Fortin 6/1/2027 6/27/2026 PRAC, City
Council
Council alignment, public feedback,
adoption timelines
Strategy / Step
Secure funding to support development of the Parks, Recreation, and Trails Master Plan
Develop and issue a Request for Proposals (RFP) for planning services Select a consulting firm to support development of the Master Plan Facilitate community and stakeholder engagement, including workshops, outreach, and facility assessments
Community participation, stakeholder alignment, outreach capacity Finalize and adopt the Parks, Recreation, and Trails Master Plan Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
4 Cultural,
Recreational
& Open
Spaces
4.2 Strengthen Recreation Services and Parks
Operations Angelica Fortin 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Angelica Fortin 8/1/2026 1/31/2027
PW, Parks and
Trails, Central
Coast Dog
Park Alliance
Volunteer availability, staffing capacity,
community participation
Wyatt Lund 7/1/2026 12/31/2026
Art and Culture
Board, City
Council,
CommSvcs
Staffing capacity, policy development
timelines, funding availability
Lynda Plescia 7/1/2026 8/31/2026
CommSvcs,
HR, City
Council
Limited stakeholder participation,
interdepartmental coordination,staffing
support, recruitment challenges, funding
constraints
Special Event
Coordinator
(Vacant)
7/1/2027 6/30/2028 IT, CommSvcs
Funding availability, system
implementation and integration, staff
training
Angelica Fortin 7/1/2026 10/30/2026 HR, City
Council
Availability of nonprofit partners, staffing
capacity, service demand and funding
considerations
Evaluate Senior Center services to determine appropriate staffing and service delivery model
Strategy / Step
Develop and implement a service plan for dog park operations Establish an Arts and Culture Board to develop policies and a work plan for a Visual Art in Public Places program.
Recruit, hire, and onboard a part-time Event Coordinator and establish a City special event coordination committee.
Implement virtual event application software and supporting workflows Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
4 Cultural,
Recreational
& Open
Spaces
4.3 Enhance and Expand Athletic Field Capacity Angelica Fortin 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
Lynda Plescia 8/1/2026 6/30/2027
REC Foundation,
City Council,
Parks and Trails,
User groups
Funding availability, asset prioritization,
procurement timelines
Angelica Fortin 7/1/2026 12/31/2026 HR, Parks and
Trails Supervisor
Recruitment challenges, funding
availability, onboarding timelines
James Taylor 6/1/2027 6/30/2028
Lead Landscape
Maintenance
Technician,
CommSvcs, User
Groups
Volunteer participation, staffing capacity,
and ongoing maintenance resources
Angelica Fortin,
CSD, PW 7/1/2027 1/1/2028
Comm Dev,
Admin Services,
CMO, PW
Grant competitiveness, competing
funding priorities, and project cost
escalation
Ryan Cornell 7/1/2026 6/30/2027
Comm Dev,
Admin Services,
CMO
Grant competitiveness, competing
funding priorities, funding availability
Public Works
Director (Vacant) 7/1/2027 6/30/2028 Parks and Trails
Leadership capacity due to the Public
Works Director vacancy, project
coordination, and construction timeline
4.3.1 Establish Parks and Recreation Equipment Replacement Program Lynda Plescia 8/1/2026 6/30/2027 REC Foundation,
City Council, Parks
and Trails, user
groups
4.3.2 Hire a Lead Landscape Maintenance Technician Angelica Fortin 7/1/2026 12/31/2026 HR, Parks and Trails
Supervisor
Identify funding sources to close the funding gap for Beechwood Community Park development
Complete renovations at Sherwood Park
Strategy / Step
Establish Parks and Recreation Equipment Replacement Program Recruit, hire, and onboard a Lead Landscape Maintenance Technician Establish a monthly athletic field maintenance program at Robbins Field and Sherwood Park
Develop a funding strategy to support implementation of the Larry Moore Park redevelopment plan
Attachment 2
City Council Special Meeting Agenda May 6, 2026
4.3.3 Establish monthly City athletic field maintenance program at Robbins field and Sherwood Park James Taylor
Lead Landscape
Maintenance
Technician, Wyatt
Lund, User Groups
Sufficient volunteer support
4.3.4 Develop funding plan for implementation of the Larry Moore Park redevelopment plan
Angelica Fortin, CSD,
PW 7/1/2027 1/1/2028
Comm Dev, Admin
Services, CMO, PW Grant opportunities, competing interests
4.3.5 Identify funding stream to close gap needed to build Beechwood Community Park
(Name Needed)
Administrative
Services 7/1/2026 6/30/2027
Comm Dev, Admin
Services, CMO Grant opportunities, competing interests
4.3.6 Complete Renovations at Sherwood Park
Public Works Director
(Vacant) 7/1/2027 6/30/2028 Parks and Trails PW Director vacancy Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion Risk
4 Cultural,
Recreational
& Open
Spaces
4.4 Modernize and Plan for the Future of Library
Services and Facilities Melissa Bailey 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
Melissa Bailey 7/1/2026 4/30/2027 Library
Foundation
Public awareness and engagement,
fundraising capacity, campaign
coordination
Melissa Bailey 7/1/2026 4/30/2027 PW Funding availability, leadership capacity due to Public Works Director vacancy
Melissa Bailey 7/1/2026 1/30/2027 PW
Funding availability, procurement
timelines, leadership capacity due to
Public Works Director vacancy
Melissa Bailey 7/1/2026 1/30/2027
Admin
Services, PW,
Library
Foundation
Funding availability, competing
priorities, staffing capacity
Melissa Bailey 12/1/2026 6/30/2027 Black Gold
Consortium
Availability of temporary service
location, logistics for collection
management and service delivery
Melissa Bailey 1/1/2027 3/30/2027 PW Funding availability, leadership capacity due to Public Works Director vacancy
Melissa Bailey 1/1/2028 1/30/2028 CMO, Admin
Services, CD
Develop and implement a Library
Strategic Plan
Melissa Bailey 7/1/2026 6/30/2028 Admin
Services Funding availability, competing priorities
Melissa Bailey 7/1/2026 6/30/2027 Procurement timelines, staffing capacity Melissa Bailey 5/1/2027 6/30/2027
Friends of the
Library, Library
Foundation
Consultant availability, evaluation
timelines
Melissa Bailey 7/1/2027 9/30/2027
Facilitate community and stakeholder
engagement, including workshops and
outreach
Select a consulting firm to support development of the Strategic Plan Facilitate community and stakeholder engagement, including workshops and outreach
Establish a temporary service plan to maintain access to library resources during construction
Award construction contract and initiate construction
Develop and implement a Library Strategic Plan
Secure funding for the Strategic Planning process
Develop and issue a Request for Proposals (RFP) for strategic planning services
Strategy / Step
Partner with the Library Foundation to support the capital campaign for library renovation through community donations
Develop working documents based on the Council-approved concept plan Procure construction services and select a contractor
Finalize funding for construction, including City funds, stakeholder donations, and development impact fees (DIF)
Attachment 2
City Council Special Meeting Agenda May 6, 2026
Melissa Bailey 9/1/2027 1/30/2028 Adequacy of community input, stakeholder alignment
Melissa Bailey 2/1/2028 4/30/2028
Library
Foundation,
Friends of the
Library
Staffing capacity, coordination across
stakeholders
Melissa Bailey 4/1/2028 5/30/2028
Library Board
of Trustees,
City Council
Council alignment, adoption timelines
Develop Strategic Plan goals and objectives based on community input Prepare a draft Strategic Plan for review and revision
Finalize and adopt the Library Strategic Plan
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
5 Community
& Economic
Development
5.1 Business Retention, Attraction and Expansion (BRE)
Program Implementation Paul Sloan 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Paul Sloan 7/1/2026 6/30/2028 Business participation, data collection and analysis capacity
Paul Sloan 7/1/2026 6/30/2028 ComDev
Operational constraints due to City Hall
renovations, coordination with property
owners, and access to decision-makers
Paul Sloan 1/1/2027 12/31/2027
ComDev,
Management
Analyst
Stakeholder participation, scheduling,
and coordination, data availability,
regulatory constraints, market
conditions, developer, and broker
participation
Paul Sloan / ACM 7/1/2026 6/30/2028 ComDev Interdepartmental coordination, and staffing capacity
Paul Sloan 1/1/2027 6/30/2027
Admin
Services,
ComDev,
Management
Analysis
Data availability, analytical capacity, and
funding availability
Paul Sloan 1/1/2027 6/30/2028
CAPSLO,
Admin
Services,
ComDev,
Management
Analyst
Data availability, stakeholder input, and
regulatory constraints
Conduct retail and industry leakage analysis to inform business attraction strategy
Support a Childcare Provider Development Program
Strategy / Step
Conduct a business climate survey and targeted outreach program, including engagement with property owners on redevelopment opportunities.
Integrate commercial center targets into annual BRE Program activities and develop and implement a Commercial Center Revitalization Strategy.
Establish a Big Box Working Group to host quarterly roundtables with commercial center owners, identify redevelopment barriers and opportunities, and facilitate tenant recruitment and business attraction in priority commercial areas.
Convene an internal City coordination group for high-priority permitting and development projects
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
5 Community
& Economic
Development
5.2 Economic Development Marketing and Business
Attraction Paul Sloan 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Paul Sloan 7/1/2026 10/30/2027 Management
Analyst
Funding availability, staffing capacity,
and coordination across departments
and partners
Paul Sloan 7/1/2026 10/31/2026
Chamber of
Commerce,
Local
Partners,
Airport, Parks,
Management
Analyst
Funding availability
Paul Sloan 7/1/2027 10/30/2027
Design
Agency,
Management
Analyst
Funding availability, data collection, and
update requirements
Paul Sloan 1/1/2027 6/30/2027
Design
Agency,
Management
Analyst
Funding availability, staffing capacity,
ongoing maintenance, and updates
Paul Sloan 7/1/2026 6/30/2028 Funding availability, staff time, and alignment with regional partners
Participate in regional economic development partnerships and industry engagement efforts to support business attraction
Strategy / Step
Develop and implement an Economic Development marketing and branding strategy to support business attraction efforts
Develop an evergreen marketing video to support Economic Development outreach
Develop an annual Paso Robles Market Guide
Develop a “Pick Paso” pitch kit, standalone Economic Development website, and trade show materials
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
5 Community
& Economic
Development
5.3 Aerospace, Innovation, and Technology Sector
Development Paul Sloan 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Paul Sloan 7/1/2026 6/30/2028 CMO, Airport,
ComDev, Fire
Regulatory approvals, infrastructure
readiness, funding availability,
coordination with regional and federal
agencies
Paul Sloan 7/1/2026 6/30/2028 Airport Funding availability, staffing capacity, alignment with regional partners
Paul Sloan 7/1/2026 6/30/2028 Airport Market conditions, industry interest, funding availability
Paul Sloan 7/1/2026 6/30/2028 Airport Coordination across organizations, alignment of priorities
Paul Sloan 7/1/2027 6/30/2028 Airport Industry participation, staffing capacity, event coordination Facilitate industry engagement events and partnership opportunities Strategy / Step
Support development of the Airport Technology Corridor and Spaceport Initiative
Support marketing and promotion of the airport innovation ecosystem to targeted industries
Promote the Aerospace Innovation Center and Technology Test Site Partner with regional innovation and technology organizations to support sector growth
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
5 Community
& Economic
Development
5.4 Infrastructure Strategy to Support Diversified
Economic Development Warren Frace 7/1/2026 6/30/2027
Owner Start Date Target
Completion Support Barriers/Notes
Warren Frace 7/1/2026 6/30/2027 PW, Utilities,
CMO
Funding availability, infrastructure
capacity constraints, and coordination
across departments
Warren Frace 7/1/2026 6/30/2027 PW, Utilities,
CMO
Competing capital priorities, long-range
planning timelines, and coordination
across departments and agencies
Strategy / Step
Identify and prioritize infrastructure improvements that support key economic development opportunity areas
Align infrastructure planning and capital improvement programs with economic development priorities and future growth areas
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
5 Community
& Economic
Development
5.5 Economic Development Funding and Resource
Strategy Paul Sloan 7/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Paul Sloan 7/1/2026 6/30/2028
CMO,
Management
Analyst, Admin
Services
Funding availability, grant
competitiveness, and staffing capacity
to prepare and manage applications
Paul Sloan 7/1/2026 6/30/2028
CMO,
Management
Analyst, Admin
Services
Alignment across partners, timing of
funding opportunities, and
administrative coordination
Strategy / Step
Identify and pursue funding opportunities to support priority economic development initiatives
Coordinate funding strategies with regional, state, and industry partners to leverage resources and maximize investment
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
5 Community
& Economic
Development
5.5 Downtown Beautification and Public Realm
Enhancement Warren Frace 8/1/2026 5/31/2027
Owner Start Date Target
Completion Support Barriers/Notes
Warren Frace 8/1/2026 1/30/2027 CMO, Public
Works
Stakeholder participation, staffing
capacity, coordination across
departments, funding availability,
property ownership considerations, and
site constraints
Warren Frace 1/1/2027 5/31/2027 CMO, Public
Works
Funding availability, design constraints,
and project coordination
Warren Frace 8/1/2026 1/30/2027 CMO, Public
Works
Property owner participation, ongoing
maintenance responsibilities, and
coordination challenges
Strategy / Step
Establish a Downtown Alley Beautification Ad Hoc Committee to identify and prioritize alley beautification opportunities and guide planning and implementation efforts in the downtown area.
Develop an implementation plan for prioritized alley improvements, including design, funding, and phasing
Coordinate with downtown businesses and property owners to support beautification and activation efforts
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
6. Efficient &
Effective
Governance
6.1 Enhance Website Accessibility, Compliance, and
User Experience ACM Malewitz 7/1/2026 6/30/2027
Owner Start Date Target
Completion Support Barriers/Notes
Admin Svcs 7/1/2026 9/30/2026 IT, CMO,
ComDev
Staffing capacity,technical expertise,
scope of required updates
Management
Analyst 5/1/2027 6/30/2027 IT, CMO
Staffing capacity, departmental
coordination, ongoing training and
compliance monitoring
Strategy / Step
Conduct a comprehensive audit of the City’s website to identify gaps in ADA compliance, accessibility, and user experience
Establish a centralized governance model for website management to ensure consistent content maintenance and updates
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
6. Efficient &
Effective
Governance
6.2 Conduct Departmental Organizational Assessments
to Improve Effectiveness and Efficiency ACM Malewitz 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
ACM Malewitz 7/1/2026 12/31/2026 CMO,CD, HR
Started in FY 2025-26. Staffing
capacity, consultant availability if
utilized, data availability, departmental
coordination
ACM Malewitz 7/1/2026 3/31/2027 CMO, PW, HR
Started in FY 2025-26. Staffing
capacity, consultant availability if
utilized, data availability, departmental
coordination
Strategy / Step
Conduct a Community Development Organizational Assessment and develop an implementation plan to carry out resulting recommendations.
Conduct Public Works Organizational Assessment and develop an implementation plan to carry out resulting recommendations Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
6. Efficient &
Effective
Governance
6.3 Advance Artificial Intelligence Integration and
Cybersecurity Readiness Ryan Cornell 7/1/2026 6/30/2028 Owner Start Date Target
Completion Support Barriers/Notes
Ryan Cornell 7/1/2026 12/31/2026 SteerCo
Organizational alignment, labor
considerations, policy clarity, cybersecurity
risks
Ryan Cornell 1/1/2027 6/30/2027 CMO
Rapidly evolving technology landscape,
cybersecurity considerations, procurement
constraints
ACM Malewitz 7/1/2026 12/31/2026 IT, Depts Staffing capacity, adoption and adherence, variability across departments
Kevin Tran 1/1/2027 6/30/2028 SteerCo
Change management, cybersecurity risks,
departmental readiness, resource
availability
Kevin Tran 6/1/2027 12/31/2027 IT
Staff participation, ongoing training
requirements, evolving cybersecurity
threats
Implement a cybersecurity awareness and phishing prevention program for City Council and staff
Strategy / Step
Develop an Artificial Intelligence (AI) governance policy through a Steering Committee and submit for executive and Council alignment Research and evaluate enterprise-grade AI tools for government use and recommend solutions aligned with policy direction
Establish training and education programs for staff on AI use in alignment with adopted policy
Pilot and deploy AI applications across departments to improve operational efficiency
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
6. Efficient &
Effective
Governance
6.4 Strengthen Public Information, Outreach, and
Community Engagement ACM Malewitz 7/1/2026 6/30/2027
Owner Start Date Target
Completion Support Barriers/Notes
ACM, Management
Analyst 7/1/2026 12/31/2026 CMO, IT Staffing capacity, data collection, crossdepartment coordination ACM, Management
Analyst 1/1/2027 6/30/2027 CMO, All Depts.
Stakeholder alignment, staffing
capacity, prioritization of communication
channels
ACM, Management
Analyst 1/1/2027 6/30/2027 CMO, All Depts.
Establish guidelines and governance
standards to ensure consistency across
all public information and outreach
activities
Strategy / Step
Assess the current state of the City’s communications and branding to identify gaps and opportunities for enhancement
Develop a coordinated communications and outreach plan to enhance public information and community engagement
Establish guidelines and governance standards to ensure consistency across all public information and outreach activities
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
6. Efficient &
Effective
Governance
6.5 Modernize Employee Performance Management and
Personnel Policies Ryan Cornell 10/1/2026 6/30/2028
Owner Start Date Target
Completion Support Barriers/Notes
Ryan Cornell 10/1/2026 12/31/2027 CAO, CMO Labor negotiations, alignment with union agreements, legal review requirements
Ryan Cornell 1/1/2027 6/30/2027 CAO, CMO Labor negotiations, alignment across departments, policy consistency
Ryan Cornell 7/1/2027 6/30/2028 All Depts.
Staff adoption, training capacity, change
management, alignment with updated
policies
Strategy / Step
Conduct a Request for Proposals (RFP) process to select an insurance broker to perform a comprehensive employee benefits comparative analysis.
Conduct a comprehensive analysis of employee benefits to evaluate competitiveness and identify potential enhancements
Present analysis findings and recommendations to City Council for consideration
Attachment 2
City Council Special Meeting Agenda May 6, 2026
PASO
ROBLES -
STRATEGIC
WORK PLAN
Goal Objective Owner Start Date Target
Completion
6. Efficient &
Effective
Governance
6.6 Conduct a Comprehensive Employee Benefits
Comparative Analysis Ryan Cornell 1/1/2027 12/31/2027
Owner Start Date Target
Completion Support Barriers/Notes
Ryan Cornell 1/1/2027 4/30/2027 CMO Procurement timelines, staffing capacity, vendor availability
Ryan Cornell 5/1/2027 11/30/2027 CMO Procurement timelines, staffing capacity, vendor availability
Ryan Cornell 12/1/2027 12/31/2027 CMO
Funding availability for implementation,
Council alignment, and labor
considerations
Strategy / Step
Conduct a Request for Proposals (RFP) process to select an insurance broker to perform a comprehensive employee benefits comparative analysis Conduct a comprehensive analysis of employee benefits to evaluate competitiveness and identify potential enhancements
Present analysis findings and recommendations to City Council for consideration
Attachment 2
City Council Special Meeting Agenda May 6, 2026
Attachment 3
City Council Special Meeting Agenda May 6, 2026
Attachment 3
City Council Special Meeting Agenda May 6, 2026
Attachment 3
City Council Special Meeting Agenda May 6, 2026
Attachment 3
City Council Special Meeting Agenda May 6, 2026
Attachment 3
City Council Special Meeting Agenda May 6, 2026