Attachment 1
RESOLUTION 26-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PASO ROBLES APPROVING THE REMOVAL OF ONE (1) VALLEY OAK TREE LOCATED AT 70 NUTWOOD CIRCLE (APN 009-851-016)
WHEREAS, in April 2026, Andrew Brown (“Applicant”) applied for Oak Tree Removal Permit 26-07 requesting the removal of one 41-inch diameter Valley Oak tree (Quercus lobata) from the property located at 70 Nutwood Circle, currently containing the offices and equipment yard for ABI Engineering Inc.; and
WHEREAS, the application included an arborist report dated April 13, 2026, from Certified Arborist Daniel Ponti, Timber Worx LLC; and
WHEREAS, the Arborist found that the Valley Oak “exhibits signs of poor health/decline”, including poor vigor, signs of multiple limb failures, and the presences of weak attachment points for large extending limbs. The condition of the tree was found to present a moderate risk of potential injury to workers and damage to equipment stored on-site. Based on this determination, the Arborist recommended full removal of the tree as the best course of action; and WHEREAS, Planning Staff inspected the site and reviewed the tree proposed for removal were unable to make the determination that the tree is “clearly dead or diseased beyond correction”; and WHEREAS, the Community Development Director could not make the determination that the tree is “clearly dead or diseased beyond correction,” and therefore, the tree is “healthy” as defined by Section 10.01.050.C of the Oak Tree Preservation Ordinance; the City Council must make the determination of whether the tree should be removed or not, after consideration of the factors listed in Section 10.01.050.D; and
WHEREAS, the City’s Oak Tree Preservation Ordinance requires replacement of 25% of the diameter of the oak being removed. In this case, removal of the 41-inch Valley Oak tree would require the replanting of as many as seven (7) 1.5-inch diameter native oak mitigation trees; and WHEREAS, the City Council met to discuss the request for an oak tree removal on May 19, 2026, considered the facts as presented in the staff report prepared for this project, and accepted public testimony; and
WHEREAS, the City Council determine that this proposal to remove the 41-inch diameter Valley Oak tree is exempt from the provisions of the California Environmental Quality Act (CEQA) in accordance with the CEQA Guidelines Section 15304 – Class 4, Minor Alterations to Land, which “consist of minor private alterations in the condition of land and/or vegetation which do not involve the removal of a healthy, mature, scenic trees, except for forestry and agricultural purposes.” Here, the proposed project involves the removal of one oak tree that is structurally compromised and poses a hazard due to its condition and proximity to both pedestrian areas and equipment storage. The tree removal process is limited to the removal of one oak tree in poor health and is thus a minor private alteration.
Attachment 1
There is no evidence of any unusual or special conditions that would result in a significant effect on the environment.
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. Pursuant to Paso Robles Municipal Code section 10.01.050.D. and based on the information and findings contained in the accompanying staff report, incorporated herein, testimony presented during the public hearing, and responses thereto, the City Council hereby finds and determines that the 41-inch diameter Valley Oak tree located at 70 Nutwood Circle is at a high risk of failure and a potential hazard to people and equipment on-site.
Section 3. The City Council of the City of El Paso de Robles does hereby:
1. Approve the request to remove one (1) 41-inch diameter Valley Oak tree, shown in Exhibit A;
2. Require the following mitigation:
a. The planting of seven (7) mitigation oak trees on any of the Nutwood Circle properties owned by the applicant;
3. Require the provision of irrigation and protection for the replanted oak trees until they are established, with tree preservation security posted per Section 10.01.050 if applicable.
APPROVED this 19th Day of May, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
John R Hamon, Jr., Mayor
ATTEST:
Melissa Martin, City Clerk
Exhibit A - Site Plan
Exhibit B – Timber Worx LLC Arborist Report (2026)
Exhibit A
Arborist Statement
This report has been prepared in accordance with generally accepted arboricultural 70 NUTWOOD CIR, PASO
ROBLES, CA, 93446
Oak Tree Removal Permit/Arborist Report
Timber Worx, LLC
Daniel Ponti
Tree Risk Assessment Qualified, ISA
ISA Certified Arborist #WE-14152A
Contractor License # 1142124
[email protected]
Prepared for:
APN: 009-851-016
Andrew Brown
70 Nutwood Cir
Paso Robles, Ca 93446
Exhibit B
Arborist Report
Project Description
This project involves the evaluation of a Valley Oak (Quercus lobata) located at 70 Nutwood Cir, Paso Robles, CA 93446. The subject trees location is shown in EXHIBIT A is a mature Valley Oak classified as a protected tree under the City of Paso Robles Oak Tree Preservation Ordinance (Title 10, Chapter 10.01). The subject tree has a diameter at breast height (DBH), measured at 4 feet 6 inches above grade, of approximately 41 inches, an estimated height of 65 feet, and a crown spread of approximately 60 feet. (Photos in
EXHIBIT B)
Tree Health and Condition
The ISA Tree Risk Assessment form 3.0 was used to evaluate tree condition, which consists of a level two visual inspection (ground based) visual inspection was performed using binoculars, tape measure and small probe. The Valley Oak exhibits signs of poor health/decline presenting the following signs and symptoms consistent with decline: low vigor, sparse canopy density, tip dieback, reduced leaf density, and epicormic sprouting (indicates the tree is reallocating energy due stress). Structurally the valley oak has the presence of co-dominant stems with included bark and “V” shape attachment union indicating weak attachment points for a large extending limb, shown in EXHIBIT C. This condition results in inherently weak attachments that are prone to separation underload such as high winds or heavy rainfall, shown in EXHIBIT D.
The "Critical Root Zone" (CRZ) means an area of root space that is within a circle circumscribed around the trunk of a tree using a radius of one foot per inch diameter at breast height, e.g. a twenty-inch diameter tree has a CRZ with a radius of twenty feet as measured from the center of the tree. For trees that do not have a circular trunk, CRZ shall be calculated by measuring the circumference of the tree and dividing that number by "pi". The subject tree CRZ is impacted approximately 15% by grading done for the previously completed City of Paso Robles, approved development project, in which all necessary safeguards were in place including a submitted arborist report and detailed tree protection plan and approved building permit.
The subject tree exhibits poor vigor, presents signs of multiple limb failures, the only observable presences of pests consist of multiple woodpecker cavities which were observed in large vertical and over extended limbs, indicating internal decay EXHIBIT E.
Tree Risk Evaluation
Based on ISA Tree Risk Assessment 3.0 Criteria, a level two (ground based) visual inspection, the Valley Oak was given an overall risk rating of Moderate accounting for significant consequences of failure due to potential injury to workers and equipment damage. Risk mitigation options include removal eliminating all risks of tree failure (recommended) which is appropriate given the decline in health and structural defects; retention (not recommended) due to the declining health of the subject tree in which Exhibit B
pruning to acceptable risk level would exacerbate subject tree health decline, moving equipment or denying access (not recommended) to the area within the subject tree fall zone would alter current operations.
Recommendation
It is the professional opinion of the undersigned arborist that removal of the subject Valley Oak is warranted and justified under the City of Paso Robles Oak Tree Preservation Ordinance (Title 10, Chapter 10.01) due to hazardous conditions and the tree’s condition beyond correction. If permission for removal is to be granted the subject tree stump will be removed below ground level and filled with natural soil and grade will be restored to existing level having no effect on soil retention, water retention and diversion or increased flow of surface water. The subject Valley Oak exhibits signs of declining health and mitigation pruning to obtain an acceptable risk level would add more stress to an end-of-life tree.
Mitigation
In my opinion the subject tree decline in health is not the fault of my client and no replacement mitigation or fee shall be imposed. Should replacement mitigation be required my client requests the option to pay the fee to plant the replacement trees on public land.
The total replacement DBH equivalent shall be equal to 25 percent of the removed tree’s DBH, resulting in a mitigation requirement equivalent to 10.25 inches of replacement oak tree caliper, subject to City approval.
This report is as of April 13, 2026.
Daniel Ponti, Certified Arborist
ISA#WE-14152A
Exhibit B
EXHIBIT A
Arial View of subject property, subject tree is located in the red box.
Exhibit B
EXHIBIT B
Subject Tree is in the front. View looking East from the Western Property Boundary Line.
Exhibit B
EXHIBIT B (Continued)
Subject Tree. Looking Northeast from the Western Property Boundary Line.
Exhibit B
EXHIBIT C
Showing large overextended co-Dominant limb
Exhibit B
EXHIBIT D
Showing history of limb failure
Exhibit B
EXHIBIT E
Showing Multiple woodpecker cavities on large vertical limbs Exhibit B
Council Agenda Report
From: Wyatt Lund, Recreation Program Coordinator
Subject: Approval of the Preliminary Monument Concept for Veterans Park CEQA Determination: The City finds that this action is exempt from review under the California Environmental Quality Act pursuant to State CEQA Guidelines Section , §§ 15303, 15304, 15332.
Date: May 19, 2026
Facts
1. In March of 2025, VFW Post 10965 Commander Leo Castillo approached the city with interest in designing, funding and building a veteran’s monument at Veterans Park. City Council supported this initiative with the expectation that a concept would be developed and brought forward for consideration at a later time.
2. City staff from the Community Services and Community Development Departments met with Commander Castillo, artist Max Randolph (blacksmith sculptor) at the proposed site and determined a suitable location.
3. The monument site is south of the Veterans Memorial Building, in a space previously used as a playground, which is now vacant.
4. The proposed monument would be funded by Paso Robles VFW Post 10965 and American Legion Post 50, who have a fundraising plan and website in place.
5. In March of 2026, city staff reviewed the concept and scale model.
6. The proposed monument, constructed of steel and copper, features the six iconic swords, sabers, and cutlasses of the military branches lifting an olive wreath overhead. The total structure height would be over 20 feet.
7. The monument would also include lighting, engraved paver bricks available for purchase, and an opportunity to memorialize service members by suspending military tags from the olive wreath.
8. Endorsement of this monument concept would allow Paso Robles VFW Post 10965 and American Legion Post 50 to implement their fundraising plan. If endorsed, the project would enter the next project phase including determination of engineering requirements, timeline and actual costs.
Community Outreach
Commander Castillo has gathered several letters of support for the monument concept, including the Association of the United States Army, Paso Robles Joint Unified School District, and local veterans and community members. The concept model has been on display at the Veterans Memorial Building since March of 2026 and Commander Castillo has reported that feedback has been positive.
Options
1. Take no action;
2. Find the project exempt from CEQA review pursuant to CEQA Guidelines Sections 15303, 15304, and 15332 and approve the preliminary monument concept for Veterans Park, subject to future City Council review and approval of final design, engineering, and funding;
3. Provide alternative direction to staff.
Analysis and Conclusions
In the spring of 2025, VFW Post 10965 Commander Leo Castillo approached City Council with interest in designing, funding and building a veteran’s monument at Veterans Park in Paso Robles. Subsequently, Commander Castillo enlisted local blacksmith sculptor, Max Randolph, to create a concept design for the monument. Paso Robles currently does not have a veteran’s monument in any of its public parks.
City staff from the Community Services Department and Community Development Department met with Commander Castillo and Max and Casey Randolph at Veterans Park to tour the proposed site, considering accessibility, electrical access and drainage issues and determined the location to be suitable for a monument. The proposed site is south of the Veterans Memorial Building, in a space previously used as a playground, which has been vacant for a few years.
The proposed monument will be constructed of steel and copper, built off site, and assembled in place once ready. The concept features six twenty-foot iconic swords, sabers and cutlasses that represent the six United States military branches. The swords are anchored by an 8-foot diameter olive wreath that will be at least 13 feet overhead. The monument will feature ground level lighting, a decomposed granite center, and concrete pillars to anchor each sword handle. The total structure height would be over 20 feet.
The monument will include two customizable features; engraved paver bricks for the surrounding walkway and the inclusion of military tags that will be suspended from the wreath to memorialize service members. The proceeds of these additions will benefit Paso Robles VFW Post 10965 and American Legion Post 50 who have committed to performing the work of updating the monument to include these features, as well as providing ongoing maintenance related to the monument.
Previously, the Parks and Recreation Advisory Committee (PRAC) held the responsibility of endorsing or approving art installations on public property in Paso Robles until March of 2026, when the role was transferred to the newly formed Arts and Culture Board (ACB) per the amendments and reactivation of Chapter 3.21 of the City Paso Robles Municipal Code, Visual Art in Public Places. While ACB is currently in the recruitment phase PRAC was asked to act in this role in the interim. The Parks and Recreation Advisory Committee (PRAC) unanimously endorsed the preliminary monument concept for Veterans Park during their regular meeting on April 13, 2026.
Endorsement of this monument concept would allow Paso Robles VFW Post 10965 and American Legion Post 50 to implement their fundraising plan. If endorsed, the project would enter the next phase, including determination of structural engineering requirements, electrical design, project timeline, and actual costs.
Endorsement of the concept does not constitute approval of final design, construction, or installation, all of which would be subject to future City Council review and approval.
Fiscal Impact
The proposed monument would be fully funded through contributions by Veterans of Foreign Wars Post 10965 and American Legion Post 50. The City’s financial involvement would be limited to staff time associated with project coordination, review, permitting, and oversight during the planning and installation process. Similar to other agreements of this nature, it is anticipated that the organization establishing the monument would assume responsibility for the general upkeep, repair, and maintenance of the monument and related improvements, while the City would likely continue to maintain the surrounding park landscape and common public areas as part of its regular park maintenance activities.
Any long-term maintenance responsibilities and cost allocations would be further evaluated and formally defined through a future agreement between the City and the sponsoring organizations prior to project completion.
CEQA
The City finds that this action is from review under the California Environmental Quality Act pursuant to State CEQA Guidelines, §§ 15303, 15304, 15332.
Recommendation (Option 2)
Find the project exempt from CEQA review pursuant to CEQA Guidelines Sections 15303, 15304, 15332 and approve the preliminary monument concept for Veterans Park, subject to future City Council review and approval of final design, engineering, and funding.
Attachments
1. Scale Model of Monument Photograph
2. Illustration of Monument
3. Proposed Monument Site Map
4. Ordinance No. 1166 – Re-Instating and Amending Chapter 3.21 of the Municipal Code
5. Veterans Memorial Letters of Support
Scale model of monument concept, approximately 20” tall Attachment 1
Attachment 2
Attachment 3
ORDINANCE NO. 1166
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES, CALIFORNIA, REINSTATING AND AMENDING CHAPTER 3.21 OF THE MUNICIPAL CODE OF THE CITY OF EL PASO DE
ROBLESREGARDING VISUAL ART IN PUBLIC PLACES
WHEREAS, public art was first identified as a City priority in the 2003 General Plan as an essential component of placemaking. With the adoption of Municipal Code Chapter 3.21 in 2005, the City created the Public Art Fund, requiring eligible capital projects to set aside 1% for public art, and assigned review authority to the Parks and Recreation Advisory Committee (PRAC); and WHEREAS, the last Art in Public Places expenditure occurred in 2009, when $4,000 was used to purchase art display panels. Public Art Fund contributions were suspended during the Great Recession, and 2018 amendments formally placed the ordinance on hold, rendering the program inactive; and WHEREAS, since 2012, limited projects have moved forward, and the Public Art Fund balance remains small, $700 as of FY 2025. Several recent artist funded installations, including the Norma’s Way archway (2019) and two temporary sculptures (2024), required unique processing due to the absence of a formalized program; and
WHEREAS, public art is a major contributor to Paso Robles’ cultural, social, and economic vitality.
According to the 2025 San Luis Obispo County Economic Impact of the Arts & Culture Sector Report, the Arts & Culture sector draws approximately 630,000 visitors to Paso Robles annually, supporting $70.2 million in visitor spending and enriching overall quality of life. Public art enhances community identity, supports local artists, increases tourism, reduces blight, and helps activate public spaces; and WHEREAS, the City’s 5-Year Economic Development Strategic Plan (EDSP 2024–2029) identifies placemaking, downtown revitalization, gateway enhancement, branding, and infrastructure improvements as core economic development priorities. The EDSP specifically calls for a Downtown Placemaking Pilot Project, activation of public spaces, and strategic investments that improve “livability,” visitor experience, and business attraction. Public art is one of the most cost-effective and visible tools for achieving these objectives, strengthening both tourism and long-term economic competitiveness; and WHEREAS, to effectively administer the reinstated program, the City Council finds it necessary to establish an Arts and Culture Board to provide expert guidance, ensure community input, and align public art initiatives with City goals; and
WHEREAS, reinstating and amending Chapter 3.21 will provide a structured, sustainable framework for funding, acquiring, and maintaining public art, funded through tourism-related revenues to maximize economic benefits without burdening general funds.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES DOES HEREBY ORDAIN AS FOLLOWS:
SECTION 1. Recitals. All of the above recitals are true and correct and are incorporated herein by reference.
SECTION 2. Reinstatement and Amendment to Municipal Code. Chapter 3.21 (Visual Art in Public Places) of Title 3 (Revenue and Finance) of the El Paso de Robles Municipal Code is reinstated and amended to read as follows:
“Chapter 3.21 VISUAL ART IN PUBLIC PLACES
3.21.010 Intent and purpose.
This chapter shall be known as the "Visual Art in Public Places Program of the City of El Paso de Robles." The City Council declares that visually pleasing and highquality public art enhances community identity, promotes cultural tourism, and improves public welfare. In furtherance of these goals, the City shall fund, acquire, and maintain public art through revenues derived from the City’s Transient Occupancy Tax (“TOT”), as provided in this chapter.3.21.020 Definitions.
For purposes of this chapter, the following terms shall have the meanings ascribed to them as follows:
CC Ordinance 1166 N.S. Page 1 of 5 Attachment 4
“Acquire” or “acquisition” means to purchase, commission, accept as a donation, or otherwise obtain ownership or custodial rights to works of art. “Artist” means a professional practitioner in the visual, media, or performing arts who is recognized by peers, critics, or relevant organizations and who has demonstrated experience creating public art.
“Arts and Culture Board” or “Board” means the City of El Paso de Robles Arts and Cultural Board.
“Commission” means a contract with an artist for the design, fabrication, and installation of a site-specific work of art.
“Director” means the Community Services Director or their designee in the El Paso de Robles Community Services Department.
“Donation” means a work of art that is gifted to the City with no conditions restricting City ownership, display, or disposition.
“High-profile work of art” or “high-profile” means a work of art (i) valued at $50,000 or more; (ii) proposed for placement in a highly visible or prominent public location such as a City gateway, major park, or downtown area; (iii) anticipated to generate substantial public interest; (iv) otherwise deemed by the Director to warrant City Council review due to its scale, impact, or cost. “Maintenance” means all actions required to preserve, clean, repair, and protect works of art to ensure their continued public display and safety. “Public Art Collection” means the aggregate of all City-owned and maintained works of art.
“Public Art Fund” or “Fund” means the special revenue fund established by Section
3.21.050 of this Chapter.
“Public Art Plan” means an annual planning document prepared by the Board and Director setting forth proposed public art projects, priorities, funding allocations, and program objectives for the upcoming fiscal year consistent with the City’s budget process.
“Transient Occupancy Tax” or “TOT” means the tax imposed by the City on transient occupancy pursuant to Chapter 3.26 of this Code. "Visual art in public places" or "public art" means any visual work of art displayed in a publicly visible location in a City-owned or City-controlled leased area. "Works of art" include, but are not limited to, ornamental landscaping, sculpture, monument, mural, fresco, bas-relief, mobiles, photography, drawing, handcrafts, painting, decorative fountain, landscape composition, banners, mosaic, ceramic, weaving, carving, stained glass, and digital or lighted immersive installations. "Works of art" are the creative result of individual or group effort, and are either unique or of limited-issue nature, and are normally not mass-produced or intended primarily for a commercial market. "Works of art" do not normally include landscaping, paving, architectural ornamentation or signs.
3.21.030 Arts and Culture Board and bylaws.
There is hereby established the Arts and Culture Board. The City Council shall adopt bylaws by resolution to regulate and govern the Board’s composition, terms of office, officers, meetings in compliance with the Brown Act, quorum, voting, conflict-of-interest rules, functions, and authority. The City Council may update bylaws from time to time by resolution.
3.21.040 Public art policies and guidelines.
A. The City Council shall approve policies and guidelines for the administration of this Chapter, including artist selection criteria, procurement procedures, maintenance standards, and placement protocols, with opportunities for public review and comment.
B. The Board shall exercise its decision-making authority pursuant to such City Council-approved policies and guidelines.
CC Ordinance 1166 N.S. Page 2 of 5 Attachment 4
3.21.050 Funding authorization.
An amount equal to one-half of one percent (0.5%) of the City’s annual Transient Occupancy Tax (TOT) revenues from unrestricted sources shall be annually appropriated to the Public Art Fund. The appropriation amount will be reviewed and adjusted through the City’s annual budget adoption process based on available funds and program needs. Funds shall be deposited into the Public Arts Fund.
Allocated funds shall not constitute an entitlement to any particular project or vendor and shall be expended solely for purposes consistent with this Chapter.
3.21.060 Public Art Fund.
A. There is established a special fund designated as the "Public Art Fund," which is to be maintained by the Director in coordination with the Administrative Services Department. All monies appropriated or received for public art shall be deposited in this Fund and used solely for the following purposes:
1. 1. Creation, acquisition, design, fabrication, and installation of public art on City-owned or City-controlled property;
2. 2. Maintenance, conservation, and restoration of works of art in the Public Art Collection;
3. 3. Temporary, rotating, or community-based art projects approved pursuant to this Chapter;
4. 4. Public education and programming related to the Visual Art in Public Places Program;
5. 5. Artist fees, materials, transportation, insurance, and documentation.
6. 6. Administrative costs, professional services, and necessary program support.
B. Interest earned on the Public Art Fund shall accrue to the Fund.
3.21.070 Guidelines for acquisition and installation of public art.
B. In addition to any guidelines promulgated by the Director regarding approval and maintenance, works of art shall be:
1. Clearly visible and easily accessible to the public.
2. Constructed of durable, permanent-type materials to withstand weather, vandalism, theft, and environmental exposure.
3. Related in terms of scale, material, form, and content to immediate and adjacent buildings and landscaping so that they complement the site and surrounding environment.
4. Compatible with the unified design character or historical character of the site.
5. Designed and constructed by persons experienced in the production of such artwork and recognized by critics and by their peers as one who produces works of art.
6. Maintained by the City to an acceptable professional standard.
C. The following items are not to be considered works of art for the purposes of this chapter:
1. Art objects which are mass produced from a standard design;
2. Reproductions of original art works;
3. Decorative, ornamental, or functional elements which are designed by the building architect as opposed to an artist commissioned for the purpose of creating the works of art;
4. Services or utilities necessary to operate or maintain the works of art.
3.21.080 Authority and administration.
A. The Director shall have the authority to:
CC Ordinance 1166 N.S. Page 3 of 5 Attachment 4
1. Develop and administer guidelines, rules, policies, regulations, forms, and procedures deemed necessary to administer this Chapter and implement the Visual Art in Public Places Program, subject to City Council approval pursuant to Section 3.21.040.
2. Review proposed works of art, artists, and donations for qualification under this Chapter and present qualifying items to the Board for consideration and decision.
3. Coordinate with the Board and City departments.
4. Determine whether a proposed work of art, placement, or donation is “high-profile,” as defined in Section 3.21.020, requiring City Council approval.
B. The Board shall have the authority to:
1. Annually prepare and recommend a Public Art Plan in collaboration with the Director specifying proposed projects, sites, budgets, and program goals.
2. Make final decisions on the selection of artists and works of art for commission, acquisition, or approval of donations, and on placements, pursuant to City Council-approved policies and guidelines under Section
3.21.040.
3. Advise on maintenance priorities and funding needs for the Public Art Collection.
4. Recommend to City Council the acceptance of high-profile public art donations and deaccessioning of works no longer suitable for display.
5. Recommend the placement of works of art consistent with the provisions of Section 3.21.080.
6. Promote public awareness, education, and engagement concerning the City’s Visual Art in Public Places Program.
3.21.090 Placement of works of art.
Works of art may be placed in, on or about City-owned, leased, or controlled properties, including municipal buildings, parks, streetscapes, and open spaces. The location and installation of all works of art shall conform to the adopted Public Art Plan and City Council-approved policies and guidelines and shall be approved by the Board pursuant to Section 3.21.080. The Director may approve placements valued at less than $50,000 that are not high-profile works of art. High-profile placements and all placements valued at $50,000 or more, shall require City Council approval upon recommendation of the Board and Director pursuant to Section 3.21.080. All placements shall comply with Section 3.21.060 and all applicable safety, accessibility, and building regulations.
3.21.100 Donations.
A. All proposed donations shall be reviewed by the Director for initial qualification and presented to the Board.
B. The Board shall approve routine donations. High-profile donations shall be recommended by the Board to the City Council for final approval.
C. Approved donations shall be added to the Public Art Collection and subject to all provisions of this Chapter.
3.21.110 Deaccessioning and relocation.
The City may remove, relocate, or deaccession any work of art that becomes damaged, obsolete, hazardous, or inconsistent with program objectives based on criteria including artistic merit, physical condition, maintenance costs, public safety, and alignment with City goals. Deaccessioning and relocation of high-profile works of art shall occur only after review by the Board and approval by the City Council consistent with City Council-approved policies and guidelines. Any proceeds from deaccession sales shall be deposited into the Public Art Fund.
CC Ordinance 1166 N.S. Page 4 of 5 Attachment 4
Attachment 4
Association of the United States Army
MSG Petry Chapter
P.O. Box 1709
Paso Robles, CA 93447
[email protected]
(801) 599-5919
April 26, 2026
City Council
City of El Paso de Robles
1000 Spring Street
Paso Robles, CA 93446
Honorable Members of the City Council,
I'm writing on behalf of the MSG Petry Chapter of the Association of the United States Army to express our strong support for the Veterans of Foreign Wars Post 10965 and American Legion Post 50 initiative to construct a veteran's monument in Paso Robles' Veterans Park.
Our city is home to an active and growing population of veterans and their families, many of whom continue to serve in civilian roles at nearby Fort Hunter Liggett and Camp Roberts. The U.S. Army and our chapter members have deep roots in Paso Robles and the Central Coast region and are committed to ensuring our hometown honors those who have served.
Despite this strong presence, Paso Robles lacks a central, iconic monument that reflects the unity and legacy of our military service. This project offers an opportunity to create something that will inform and educate our citizens for generations to come.
This monument will be a place to experience, not just observe. It will provide a meaningful setting for reflection, ceremonies, and community gatherings. The proposed design represents all six military branches lifting an olive wreath to present a powerful, immersive symbol of unity and peace. It reflects the truth that peace is upheld by the courage and sacrifice of those who serve. It will increase awareness, foster education, and serve as an enduring symbol of our city's civic pride in our veterans.
We strongly support this project and respectfully encourage the City to approve and assist in its development.
Thank you for your consideration and for your continued support of our veteran community.
Respectfully,
Amy Phillips
President, MSG Petry Chapter
Association of the United States Army
Attachment 5
To Whom It May Concern,
I am honored to offer my full support for the joint effort by the Paso Robles American Legion Post 50 and the Paso Robles VFW Post 10965 to establish a lasting monument to America’s service members in Veterans Park.
This project—led by Commander Leo Castillo and brought to life by blacksmith artist Max Randolph—holds deep importance for our community. The vision of the six historic blades of our military branches rising together to lift an olive wreath is powerful, timeless, and fitting. It reflects both the strength required to defend our nation and the enduring hope for peace that defines its purpose.
But what makes this monument truly meaningful is not just its symbolism—it is what it will become to the people of Paso Robles.
This will not be a place of quiet sorrow alone. It will be a place of presence. A place where families gather, children ask questions, and veterans stand shoulder to shoulder in recognition— not just of sacrifice, but of service, camaraderie, and purpose. It will be a space of reflection and celebration, not morbidity. A place where we remember not only what was given, but why it was given—and what we are called to carry forward.
Paso Robles is a community that understands service. We see it in our veterans, our first responders, and everyday people who show up for one another. This monument gives that spirit a permanent home—a visible, tangible reminder that service is not an abstract idea but a lived commitment.
As someone who has spent a lifetime in service, I know remembrance matters—but so does recognition. So does pride. So does the quiet understanding that what was done and what continues to be done has meaning.
This monument will stand as a unifying symbol—honoring every branch, every generation, and every individual who has worn the uniform. It will serve not only as a tribute to the past but also as an inspiration for the future.
I strongly encourage our community, local leaders, and supporters to support this effort. It is worthy of our support, attention, and shared investment.
Paso Robles has always been at its best when it comes together to honor what matters. This is one of those times.
Respectfully,
Bill Britton
Lt Col, USAF (Ret.)
Attachment 5
To Whom It May Concern:
History
As a lifelong Roblan I carry a distinct privilege and appreciation of having seen our small town grow, change, and mature in to what it has. During my early years I spent some time growing up in the old military housing units on the north side of town when they were painted yellow and used as low income residences (government cheese was a staple!) long after they were actually used as military housing, going to KMart when it was essentially the biggest thing around and in our area, the Fair in those early days and of course our roots in small town farm/ranch life that over time has changed in to a destination town. Leadership, culture, a true diversity in people and the lives we all live have shaped what we know today as El Paso De Robles.
A part of that history rests with the relationship Paso Robles and its community has with the military, those in it and the families that carry the support and love that ensures those that serve are able to do so at the level and manner in which they do. Paso Robles has a deeper military connection and longer history than most realize. From U.S. defense efforts through aviation training, wartime infrastructure, ongoing support roles and strong connections through our local VFW, Roblans and the surrounding communities have long been tied to those in uniform.
Duty/Patriotism/Sacrifice
There are many ways one might choose to serve but few are more powerful and selfless than those that choose to wear a uniform. In particular, a uniform of commitment and loyalty to our amazing Country, duty, honor and all those in it. Along those same lines while patriotism is not defined as service in uniform and certainly not political alliance, there is maybe not a greater showing of love for country than from those that swear an oath to protect and defend our nation and all those within it. That sacrifice, even if never asked to act upon it, is more than an emotional commitment. It is a promise and a life altering decision that carries with it a responsibility and burden that many will and could never understand.
Recognition
I did not choose to go in to the military although I came close. My grandfather and grandmother both served and I chose to swear a different oath and wear another uniform in commitment to my fellow country men, women and children. I chose to be a firefighter and proudly put on my uniform, shined my boots every tour, and wore my badges on my chest close to my heart. Long have I respected ANY person that chose to do the same, regardless of branch, department, military or civilian. The willingness of someone to put their life on the line for others is a deep commitment that can only be made from the deepest parts of your existence.
Tribute
Attachment 5
I PROUDLY write this letter in support of the Paso Robles American Legion Post 50 and Paso Robles VFW Post 10965 and their efforts to build a lasting monument to America’s service members. To recognize those that have, do, and will serve our amazing nation is an honor and stands out as an opportunity above so many others in the line of choices we as a community can do. I strongly encourage Paso’s leadership and community to recognize this effort and to help make it a reality. With so much good happening in our community, this is but one piece that will connect so many and even bring the respect of many more.
Humbly submitted,
Nathan Williams
Paso Robles Resident
Husband, father, representative, and engaged community member Attachment 5
April 29, 2026
Paso Robles City Council
City of Paso Robles
Dear Honorable Mayor Hamon and Members of the City Council, On behalf of the Paso Robles Joint Unified School District, I am writing to express our strong support for the proposed Veterans Monument Project led by the Veterans of Foreign Wars and the American Legion at Paso Robles Veterans Park.
This monument will serve as a lasting tribute to the men and women who have served our country with courage, dedication, and sacrifice. It will provide a permanent place of honor where community members can gather to reflect, remember, and express gratitude for the freedoms we enjoy because of our veterans.
As a school district, we recognize the importance of connecting our students to the history and values that shape our nation. This monument will offer a meaningful, tangible opportunity for students to learn about service, sacrifice, and civic responsibility beyond the classroom. It will stand not only as a memorial, but also as an educational resource and a source of community pride.
We believe this project aligns deeply with the values we strive to instill in our students—respect, responsibility, and an understanding of the contributions of those who came before them. The presence of this monument in our community will help ensure that the legacy of our veterans is preserved and honored for generations to come.
We respectfully encourage the City Council to support the Veterans Monument Project and commend the VFW and American Legion for their leadership and commitment to this important effort.
Thank you for your consideration and for your continued partnership in serving the Paso Robles community.
Sincerely,
Jennifer Loftus, Superintendent
BOARD OF TRUSTEES: LEO CASTILLO - JIM COGAN - KENNY ENNEY LAURENE MCCOY - JOEL PETERSON - SONDRA WILLIAMS - NATHAN WILLIAMS Attachment 5
Letter of Support — Paso Robles Veterans Park Monument
May 5, 2026
To the Paso Robles City Council, Parks and Recreation Commission, and Community Members,
I write today in enthusiastic support of the Paso Robles Veterans Park Monument, the visionary project spearheaded by VFW Post 10965 Commander Leo Castillo and the combined efforts of the Paso Robles American Legion Post 50 and VFW Post 10965.
This monument, featuring the six iconic swords, sabres, and cutlasses of our military branches raised together in support of an olive wreath, is far more than a sculpture. It is an immersive symbol of patriotic pride, a physical expression of what it means to live in a community that honors the courage and sacrifice of those who served. When residents and visitors stand at that site in Veterans Park, they will not simply see a work of art. They will feel the weight of what this country asked of its sons and daughters, and the dignity with which those men and women answered the call.
The timing of this project could not be more meaningful. In 2026, the United States celebrates the 250th anniversary of its founding, a milestone that calls on every community to reflect on the values and sacrifices that made this nation possible. What better way for Paso Robles to mark this historic occasion than by permanently enshrining our gratitude to the six branches of service in the heart of Veterans Park? This monument is a gift not only to the veterans among us today, but to every generation of Paso Robles residents who will gather there for ceremonies, reflection, and community celebration for decades to come.
I urge the City of Paso Robles and every community member to get behind this effort.
Support it, fund it, and champion it. Our veterans deserve nothing less, and our city, on the eve of America’s 250th birthday, is ready to rise to the occasion.
Respectfully,
Michael Massey
Citizen
Attachment 5
29 Apr 26
To: Mayor John Hamon and Members of the Paso Robles City Council, Subject: Support for the Paso Robles Veterans Park Monument I am writing in strong support of the proposed Paso Robles Veterans Park Monument project led by the VFW Post 10965 under the leadership of Commander Leo Castillo and American Legion Post 50
As a member of the United States Air Force for the past 25 years, I have had the privilege of serving alongside men and women who embody the very values this monument represents:
courage, sacrifice, unity, and an unwavering commitment to something greater than themselves.
The vision of the six military branches lifting an olive wreath skyward is a powerful and fitting symbol of what it truly takes to uphold peace.
This monument is not just symbolic to me, it's personal. It represents the people I have served with, the families who have supported them, and the sacrifices both seen and unseen that come with a life of service
Paso Robles is a community that takes pride in honoring its veterans, yet there is a noticeable absence of meaningful public art on the east side of our city. This project offers an important opportunity to change that by creating a permanent, thoughtfully designed space that both honors service and strengthens the identity of this part of our community.
Additionally, the monument aligns directly with the city of Paso Robles ' recently approved public art in public spaces ordinance. It reflects exactly what public art should be: intentional, meaningful, and rooted in the values and history of the community it serves.
More than a sculpture, this monument will become a place for remembrance, ceremonies, reflection, and connection. It will give future generations a visible and lasting reminder of the cost of the freedoms they enjoy.
I strongly support this project and encourage its approval and continued advancement. It is a meaningful investment in both honoring our veterans and strengthening our community.
Respectfully,
MSgt Jospeh Ontiveros
Attachment 5
S
Mr. Mayor, Council members and Staff
To whom do we owe gratitude for our great nation? The Militia at Lexington? The Minutemen who’s triumph at Concord signaled to the greatest power on earth at the time that we the people were a force of its own. Those who came from the cities and fields to follow great leaders through history. Dedicating their intellect, their resources, their will and at times their lives for a greater cause. A cause greater than a notion or an ideal, but a cause of necessity and purpose. Serving in great battles when success was led by only tenacity and hope. A sworn commitment by those who fought on land, sea and the air to protect and defend our Constitution and the great Nation for which it was written. These are the people we owe our gratitude, The Veterans. Those who serve in war time and peace.
Those who serve on the front lines, in hospitals and support areas. All six branches, Active and Reserves.
We have a great opportunity to show our admiration and appreciation for these individuals who have served and continue to serve the United States of America. A memorial conceived by the Paso Robles American Legion Post 50 and the Paso Robles VFW Post 10965 and created by blacksmith artist Max Randolph. The memorial is to be located in, most appropriately, Veterans Park on the east side of Paso Robles. The design is so different than most memorials as it depicts the six services utilizing each branches sword, saber and cutlass pointing to heaven encircled by an olive wreath.
Our community has embraced the concept of “art in the parks” and this is a perfect example and purpose for that ideal. The Memorial website states best “why it Matters”. “This monument matters because the service and sacrifice of our veterans deserve a permanent place of honor in Paso Robles”, “It will stand not only as a tribute to the six branches of the United States Military, but also to the men and women whose courage, duty and sacrifice helped preserve the freedoms we enjoy today”.
I hope and encourage our city leaders, staff and all Roblens support this monument. In my heart, It is more than a sculpture, its an acknowledgment of appreciation.
Respectfully
Sharon L Roden
Attachment 5
Council Agenda Report
From: Ryan Cornell, Administrative Services Director/City Treasurer Chris Huot, City Manager
Subject: Preliminary Overview of Enterprise Funds Budgets for Fiscal Year 2026-27 and 2027-28 and the Related 5-Year Capital Improvement Program and Approval of Personnel Changes and Revised Pay Schedule.
Ongoing Review of FY 2026–28 City Council Goals
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 19, 2026
Facts
1. The City Council is required to adopt a comprehensive Operating and Capital Budget to authorize the receipt of revenues and guide City operations no later than June 30 each year. The development of the biannual budget is a multi-month process, typically spanning four to five months, and incorporates financial forecasting, policy direction, and department input.
2. On May 5, 2026, staff presented a budget report that focused on the General Fund, the Supplemental Sales Tax Fund (i.e., Measures J-20 and I-24) as well as the Capital Improvement Program. This report focuses on the City’s enterprise funds (i.e., Water, Wastewater, Solid Waste and Airport Funds) and enterprise-related capital improvements.
3. Although the budget is formally adopted at a point-in-time, it remains an evolving planning document that needs to be amended throughout the year. Amendments are necessary to recognize changes to revenue streams, the regulatory environment, and the broader economic outlook as well as the shifting needs of departments to meet community needs, and unforeseen items that arise after the budget is adopted.
4. The City organizes and allocates employee resources based on operational needs and assigns duties consistent with its established job classification system.
5. In 2023, Aviation Management Consulting Group completed an assessment of the municipal airport.
The resulting staffing plan identified the need for additional positions to support administrative, operations, and maintenance functions to sustain safe and efficient airport operations. As part of the adopted Fiscal Year 2025–26 budget, the City Council approved the addition of an Airport Operations Technician position to address these needs.
6. Since that time, the scope and complexity of airport operations and maintenance activities have continued to increase, highlighting the need for consistent, on-site supervision and coordination of maintenance personnel and operational tasks.
7. The City operates a one-million gallon per day (MGD) microfiltration treatment system that treats groundwater under the direct influence of surface water and is subject to stringent state and federal
regulatory requirements. Operation of this facility requires specialized technical expertise, including treatment process control, system monitoring, and regulatory compliance reporting.
8. Following the retirement of the staff member previously responsible for operating the microfiltration treatment system, the City is reassigning these treatment plant operations and compliance responsibilities to the Water Quality Technician role. Existing Water Quality Technician staff possess foundational knowledge in water quality sampling, analysis, and regulatory requirements, providing a strong basis for assuming these expanded duties. However, the addition of treatment plant operation and regulatory compliance responsibilities exceeds the traditional scope of the current Water Quality Technician I/II classification and necessitates appropriate classification alignment.
9. The proposed reclassifications do not increase the total number of authorized full-time equivalent (FTE) positions but instead realign existing positions to better reflect current operational needs and service demands.
10. The City has satisfied its meet and confer obligations with representatives of the Service Employees International Union, Local 620, regarding the proposed classification changes.
11. The California Public Employees Retirement System (CalPERS) requires governing bodies of local agencies that contract with CalPERS for retirement benefits to approve and adopt a publicly available pay schedule in accordance with public meeting laws. The pay schedule must identify each position by title, the individual pay rate or range for the position, and the time base upon which the pay amounts are calculated, and must be posted at the office of the employer or be immediately accessible and available for public review from the employer during normal business hours or posted on the employer’s website (pursuant to California Code of Regulations, Title 2, Section 570.5).
12. The City Council adopts goals and priorities as part of the annual budget process to guide policy direction and align resources with community needs, consistent with best practices in municipal governance.
13. In November 2025, the City Council participated in a facilitated workshop with Jacob Green and Associates, Inc. (JGA) to develop a City vision statement and establish six goal areas to guide the FY 2026–28 budget cycle.
14. From December 2025 through March 2026, the City continued work with JGA and City staff to refine Council goals and develop department-level initiatives, including implementation strategies and timelines.
15. On April 7, 2026, the City Council received a presentation of the draft Goals, Priorities, and Work Plan and provided initial direction for refinement.
16. On May 6, 2026, the City Council conducted a detailed review of the FY 2026–28 Goals, Priorities, and Work Plan and provided additional feedback.
17. This item provides an additional opportunity for Council and public input as staff finalizes the FY 2026– 28 Goals, Priorities, and Work Plan for future Council consideration.
Options
1. Receive and file this report and provide any desired direction on the preparation of the Fiscal Years 2026-27 and 2027-28 budget items outlined within the report and approve a resolution reclassifying the Water Quality Technician I/II position to a Water Treatment Plant Operator and Compliance Technician and the Airport Operations Technician to an Airport Operations and Maintenance Supervisor, and the related master pay schedule and provide any additional input on the FY 2026-28 Goals, Priorities, and Work Plan; or
2. Provide alternative direction to staff.
Analysis and Conclusions
Water Fund
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Proposed
FY 27-28
Proposed
REVENUES
Charges for Water Service $18,565,807 $18,080,950 $18,478,200 $19,211,400 Water Connection Fees 3,015,703 3,414,729 3,000,000 3,000,000 All Other Charges 471,869 434,804 370,000 370,000
All Other Revenues 978,548 532,983 553,000 553,000
Total Revenues 23,031,927 22,463,466 22,401,200 23,134,400
EXPENDITURES
Utility Billing 441,211 438,886 535,500 551,400
Water Production 10,975,763 11,024,697 13,529,200 13,455,200 Water Treatment 1,439,594 1,149,114 1,963,900 1,760,000 Water Conservation 207,190 217,414 35,800 35,800
Groundwater Management 144,314 177,680 198,000 200,100
Transfers to Other City Funds (e.g., Fleet, IT, Risk) 1,526,462 3,722,980 2,029,500 2,080,000 Capital Improvement Program 4,684,251 8,842,249 2,627,500 3,377,500 Total Expenditures 19,418,785 25,573,020 20,919,400 21,460,000 Change in Fund Balance 3,612,142 (3,109,554) 1,481,800 1,674,400 Fund Balance, beginning of year 18,129,913 21,743,055 18,633,501 20,115,301 Fund Balance, end of year $21,743,055 $18,633,501 $20,115,301 $21,789,701 The Water Enterprise Fund continues to demonstrate overall financial stability, supported by consistent revenue growth over the past five fiscal years. Total water revenues increased from approximately $17.6 million to $22.5 million over the past five years, reflecting both rate adjustments and improved revenue performance following implementation of the City’s 2022 Water Rate Study. This trend is consistent with the intent of the study, which identified the need for gradual revenue increases to sustain operations, fund capital improvements, and maintain long-term system reliability.
While revenues have grown, the Water Fund must continue to balance ongoing operational costs, debt obligations, and significant capital investment needs associated with aging infrastructure. The water system is a self-supporting enterprise that relies primarily on rate revenues to fund operations, maintenance, and capital improvements. This structure requires continual monitoring to ensure revenues keep pace with inflationary pressures, regulatory requirements, and infrastructure demands.
A key recent investment in the water system includes the completion of the Automatic Metering Infrastructure (AMI) project. This system modernizes the City’s water metering capabilities by improving leak detection, increasing billing accuracy, and providing customers with real-time visibility into water usage. In addition to enhancing customer service, the AMI system is expected to improve operational efficiency and reduce long-term water loss, aligning with the City’s broader goals of system reliability and resource management.
Looking ahead, the Water Fund is projected to generate positive operating surpluses over the next five fiscal years, ranging from approximately $1.5 million to $1.7 million over the next two years. These surpluses will provide the capacity to fund ongoing capital improvements while maintaining prudent reserve levels. Planned capital investments include routine water main and line replacements, rehabilitation of infrastructure in coordination with the City’s Road Maintenance Program, replacement of the Dry Creek Well and/or expansion of the Mill Road-area continuesto enhance water reliability. These
investments are consistent with the City’s long-term infrastructure needs identified in prior planning efforts.
The proposed reclassification of the Water Quality Technician I/II position to a Water Treatment Operator and Compliance Technician is driven by operational needs following the retirement of a key staff member responsible for operating the City’s one million MGD microfiltration treatment system. This facility treats groundwater under the direct influence of surface water and requires specialized technical knowledge, regulatory oversight, and hands-on operational expertise to ensure compliance with state and federal drinking water standards.
The duties historically performed by the former operator, including treatment plant operation, process control, regulatory monitoring, and compliance reporting, extend beyond the current scope of the Water Quality Technician classification. To maintain continuous and compliant system operations, these responsibilities are being formally reassigned to, and incorporated within, a reclassified position.
Existing Water Quality Technician staff possess a strong foundation in water quality sampling, analysis, and regulatory requirements, providing a natural progression into treatment plant operations and compliance functions. The reclassification aligns the position with its expanded responsibilities, allowing the City to leverage existing expertise while clearly defining expectations, accountability, and required competencies. This action supports reliable system operations, ensures regulatory compliance, and reflects the evolving needs of the City’s water system, while aligning the position with appropriate classification standards and supporting professional development within the water operations team.
In conclusion, the Water Fund remains financially stable and capable of supporting its current operational, debt service, and capital improvement obligations. However, it should be noted that the final preapproved water rate adjustment goes into effect on January 1, 2027. As infrastructure ages and operating costs continue to evolve, periodic updates to the Water Master Plan and Water Rate Study will be important to ensure revenues remain aligned with the cost of providing service and to support long-term infrastructure planning and financial stability. Without periodic updates, the City risks falling behind on necessary rate adjustments, which could lead to deferred maintenance or significant rate adjustments in future years.
Wastewater Fund
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Proposed
FY 27-28
Proposed
REVENUES
Charges for Wastewater Service $13,955,736 $13,135,373 $13,358,300 $13,538,300 Water Connection Fees 735,908 1,038,519 775,000 775,000 All Other Charges 220,685 226,780 225,000 225,000
All Other Revenues 665,768 358,346 406,000 406,000
Total Revenues 15,578,097 14,759,018 14,764,300 14,944,300
EXPENDITURES
Utility Billing 438,992 437,285 516,100 532,000
Stormwater Management 133,428 92,005 - -
Wastewater Collection 1,286,064 1,309,366 1,663,600 1,452,500 Wastewater Treatment 7,428,340 7,167,905 8,237,300 8,333,100 Waste Source Control 91,707 172,907 193,500 197,900
Recycled Water 24,599 3,945 349,600 349,600
Transfers to Other City Funds (e.g., Fleet, IT, Risk) 960,038 2,980,251 1,554,400 1,591,000 Capital Improvement Program 1,588,460 6,083,622 1,310,000 2,812,500 Total Expenditures 11,951,628 18,247,286 13,824,500 15,268,600
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Proposed
FY 27-28
Proposed
Change in Fund Balance 3,626,469 (3,488,268) 939,800 (324,300) Fund Balance, beginning of year 11,453,649 15,080,118 11,591,850 12,531,650 Fund Balance, end of year $15,080,118 $11,591,850 $12,531,650 $12,207,350 The Wastewater Enterprise Fund is currently in a maintain- and debt-intensive phase, largely as a result of strategic investments made over the past decade to upgrade the wastewater treatment plant and construct tertiary treatment facilities in support of a future recycled water system. While the recycled distribution system is currently on hold, some of the associated infrastructure is in place, and the fund is now in the repayment phase of these investments.
The Wastewater Fund is responsible for multiple debt obligations, including bonds and State Revolving Fund loans related to treatment plant upgrades, tertiary treatment facilities, and recycled water distribution infrastructure. Collectively, these obligations equate to approximately $4.0 million in annual debt service. As identified in the 2021 Wastewater Rate Study, these costs were anticipated and incorporated into the City’s long-term financial planning, with rate adjustments designed to ensure the enterprise remains self-supporting and compliant with its financial obligations.
From a financial perspective, total revenues are projected to remain relatively stable at approximately $14.8-$15.0 million annually over the next several fiscal years. Recent revenue performance reflects modest growth, which is primarily attributable to continued development on the east side of the City and the addition of new customer connections. This incremental growth helps support the enterprise, though it does not fundamentally change the cost structure of the system, which is largely driven by fixed expenses.
Expenditures fluctuate in the near term due to the timing of capital projects, including a significant onetime investment in FY 2025-26. This results in a temporary drawdown in fund balance; however, expenditures are projected to normalize in subsequent years. Beginning in FY 2026-27, the fund is anticipated to return to modest annual operating surpluses, allowing for gradual rebuilding of reserves while continuing to fund ongoing operational and capital needs.
Consistent with prior analyses, the wastewater system is characterized by a high proportion of fixed costs—estimated at approximately 80 percent—which require stable and predictable revenue streams regardless of variations in system usage. Core cost drivers include wastewater treatment operations, system maintenance, and internal service fund charges, all of which are necessary to maintain regulatory compliance and system reliability.
In conclusion, the Wastewater Fund remains stable and is performing generally as anticipated following implementation of the prior rate plan. The current financial position reflects the transition from a period of significant capital investment into a long-term repayment and maintenance phase. Looking ahead, and similar to the Water Fund, it will be important for the City to update the Wastewater Master Plan and conduct a comprehensive wastewater rate study because the last preapproved rate adjustment occurred in April 2025. Again, these updates will ensure that future rates remain aligned with the full cost of service, reflect updated capital and regulatory needs, and maintain the long-term financial sustainability of the enterprise.
Airport Fund
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Proposed
FY 27-28
Proposed
REVENUES
Charges for Airport Service $211,427 $419,491 $457,000 $473,400 Property Taxes 113,692 130,580 150,200 165,200
Lease/Interest Income 1,222,045 1,159,088 1,367,500 1,400,400 All Other Revenues (1,472) 1,466 2,000 2,000
Total Revenues 1,545,692 1,710,625 1,976,700 2,041,000
EXPENDITURES
Airport Operations 981,833 1,059,953 1,464,025 1,349,300 Capital Improvement Program (CIP)
Grant Revenues 171,930 660,482 5,589,800 491,400
Project Expense (1,636,503) (1,725,160) (5,633,000) (1,385,000) Net CIP Expenses 1,464,573 1,064,678 43,200 893,600
Transfers to Other City Funds (e.g., Fleet, IT, Risk) 158,577 228,186 407,500 454,200 Total Expenditures 2,604,983 2,352,817 1,914,725 2,697,100 Change in Fund Balance (1,059,291) (642,192) 61,975 (656,100) Fund Balance, beginning of year 2,703,369 1,644,078 1,001,886 1,063,861 Fund Balance, end of year $1,644,078 $1,001,886 $1,063,861 $407,761 Airport operations continues to make substantial progress in advancing strategic initiatives, improving infrastructure, and strengthening operational readiness at the Paso Robles Municipal Airport. Airport revenues have steadily increased from approximately $1.0 in FY 2020-21 to an estimated $1.7 million in FY 2025-26, reflecting increased tenant activity, aviation-related business growth, fuel sales, and expanded operational use of airport facilities.
Staff is currently preparing a Request for Proposal (RFP) to advance a Commercial Spaceport licensing application with the Federal Aviation Administration (FAA), positioning the Airport to support emerging aerospace and advanced technology opportunities. In support of these efforts, the Division completed development of the Airport’s first Rocket and Jet Engine Test Site (R-JETS), establishing foundational infrastructure for ground-based propulsion testing and future aerospace-related activities associated with the broader Spaceport initiative.
Long-range planning efforts also continue to move forward. The Airport’s 20-year Master Plan update is nearing completion, while concept design work for a future terminal redesign has also been finalized. In addition, the Division has begun implementing recommendations identified in the recently completed Airport Security Plan, including upgrades to physical security infrastructure, access control systems, and network connectivity improvements intended to enhance operational resiliency and regulatory compliance. Collectively, the proposed budget includes more than $7 million in planned capital improvement projects over the next several years, with anticipated participation from FAA grant funding and other external funding opportunities.
The proposed reclassification of the vacant Airport Operations Technician position to Airport Operations and Maintenance Supervisor is intended to strengthen the Division’s organizational structure and improve day-to-day operational oversight. As airport activity and maintenance demands continue to increase, the need for dedicated field-level supervision and coordination of operational activities has become increasingly important. Currently, the Airport Manager is responsible for overseeing daily maintenance
operations in addition to broader administrative and strategic responsibilities, which can create operational inefficiencies when priorities overlap. The proposed supervisory position would provide direct oversight of maintenance personnel and operational activities, including prioritizing, assigning, coordinating, and monitoring work associated with airfield maintenance, facility upkeep, and regulatory compliance requirements. This organizational adjustment is expected to improve accountability, enhance communication between management and field staff, support consistent application of safety standards, and better align staffing resources with the Airport’s growing operational and infrastructure needs.
In conclusion, Airport operations continues to evolve from a traditional general aviation facility into a broader economic development and aviation innovation asset for the community. While revenues and operational activity continue to trend positively, the Airport also has significant long-term infrastructure goals and capital improvement needs, including terminal expansion, taxiway improvements, additional aircraft parking, apron expansions, hangar development, utility upgrades, and other airfield-related enhancements. Successfully advancing these initiatives will require continued strategic planning, phased capital investment, grant funding partnerships, and careful prioritization to ensure the Airport can sustainably accommodate future operational growth and economic development opportunities.
Solid Waste Fund
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Proposed
FY 27-28
Proposed
REVENUES
Charges for Service $2,880,873 $3,562,799 $3,970,000 $4,050,000 All Other Revenues 186,743 185,822 190,000 190,000
Total Revenues 3,067,616 3,748,621 4,160,000 4,240,000
EXPENDITURES
Solid Waste & Recycling Operations 2,667,105 2,900,278 3,032,000 3,152,200 Transfers to Closure, Postclosure Fund 250,000 250,000 250,000 250,000 Transfers to Other City Funds (e.g., Fleet, IT, Risk) 26,600 30,700 118,200 114,500 Total Expenditures 2,943,705 3,180,978 3,400,200 3,516,700 Change in Fund Balance 123,911 567,643 759,800 723,300
Fund Balance, beginning of year (129,728) (5,817) 561,826 1,321,626 Fund Balance, end of year $(5,817) $561,826 $1,321,626 $2,044,926 In FY 2022-23, the Solid Waste Fund was established to provide dedicated financial and operational oversight for the City’s solid waste, recycling, and landfill management activities in compliance with California’s evolving environmental regulations, including Senate Bill (SB) 1383. SB 1383 requires jurisdictions to significantly reduce organic waste disposal, expand food recovery efforts, and implement comprehensive organic waste collection and contamination monitoring programs.
In addition to the Solid Waste Fund, the City also has an established special revenue fund, “Closure, Postclosure, and Corrective Action Fund”, which is a set-aside funding mechanism legally required to ensure adequate resources are available for long-term landfill environmental obligations, including final closure activities, ongoing groundwater and methane monitoring, maintenance of landfill infrastructure, regulatory compliance, and any necessary environmental remediation. Currently, the City has approximately $5.8 million reserved within the closure fund for these obligations, which is approximately $600,000 above the minimum required funding level based on the most recent engineering and financial assurance estimates.
Over the next several years, landfill operations and capital expenditures will continue to focus on maintaining regulatory compliance, environmental stewardship, and long-term operational sustainability.
Major priorities include supporting SB 1383 implementation requirements, maintaining landfill regulatory permits, advancing environmental monitoring programs, and funding partial closure activities associated with completed landfill disposal areas.
FY 2026-28 City Council Goals Review
This item is presented as a continuation of the City Council’s ongoing strategic planning and budget alignment discussions related to the FY 2026–28 Goals, Priorities, and Work Plan. The purpose of this evening’s discussion is not to conduct a full review of the framework previously considered by the City Council on May 6, 2026 (see Attachment 3), but rather to provide a focused check-in opportunity to confirm continued alignment with Council direction, organizational priorities, and community expectations. The item also provides an additional opportunity for public input as staff continues refinement of initiatives and implementation strategies in coordination with the FY 2026–28 budget development process. All feedback received during the May 6, 2026 meeting and tonight’s discussion will be compiled and presented to the City Council for formal consideration and adoption at the June 2, 2026 meeting.
Fiscal Impact
There are no fiscal impacts by receiving and filing this presentation.
For position reclassifications, the Water Treatment Operator and Compliance Technician will result in an increased cost to the Water Fund of approximately $3,000 per year. The Airport Operations and Maintenance Supervisor reclassification will result in an increased cost to the Airport Fund of approximately $40,000 per year—both of which are incorporated in the proposed budgets shown above.
CEQA
The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.
Recommendation
Receive and file this report and provide any desired direction on the preparation of the Fiscal Years 2026- 27 and 2027-28 budget items outlined within this report, including any input related to goals, priorities and the work plan, and approve Resolution 26-XXX reclassifying the Water Quality Technician I/II position to Water Treatment Operator and Compliance Technician, reclassifying the Airport Operations Technician position to Airport Operations and Maintenance Supervisor, and adopting the revised master pay schedule.
Attachments
1. Preliminary Budget Report – Financial Statements
2. Resolution 26-XXX - Approving Personnel Changes and Revised Pay Schedule a. Exhibit A – Pay Schedule
3. FY 2026-28 Work Plan Tracker (City Council Proposed Goals)
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Water Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
REVENUES
# W Charges for Water Service $ 16,486,832 $ 16,544,059 $ 15,546,551 $ 16,421,627 $ 18,565,807 $ 18,080,950 $ 18,478,200 $ 19,211,400 $ 19,979,900 $ 20,779,100 $ 21,610,300 ## Water Connection Fees 495,526 1,008,013 1,844,930 1,027,793 3,015,703 3,414,729 3,000,000 3,000,000 1,500,000 1,500,000 1,500,000 ## All Other Charges 66,382 64,032 343,244 314,286 471,869 434,804 370,000 370,000 370,000 370,000 370,000 ##Use of Money & Property (121,338) (309,865) 63,490 772,999 939,938 520,498 550,000 550,000 550,000 550,000 550,000 ##Grant Revenues 52,470 320,209 62,745 148,438 - - - - - - - ##Other Revenues 20,725 12,315 34,944 16,998 38,610 12,485 3,000 3,000 3,000 3,000 3,000 Total Revenues 17,000,597 17,638,763 17,895,904 18,702,141 23,031,927 22,463,466 22,401,200 23,134,400 22,402,900 23,202,100 24,033,300
EXPENDITURES
Utility Billing
Personnel Services 176,797 192,051 211,923 230,063 240,112 237,639 251,800 259,400 266,500 275,800 284,300 Operating Expenses 185,919 208,895 216,298 203,885 201,099 201,247 268,700 277,000 278,300 285,300 292,300 Capital Outlay - - - - - - 15,000 15,000 15,300 15,700 16,100 Total Utility Billing 362,716 400,946 428,221 433,948 441,211 438,886 535,500 551,400 560,100 576,800 592,700 Water Production
Personnel Services 1,155,296 1,111,903 1,426,466 1,821,880 1,976,486 2,150,304 2,703,100 2,816,300 2,910,800 3,010,800 3,097,200 Operating Expenses 2,351,619 2,404,181 1,809,130 1,899,553 2,559,747 2,572,561 3,084,600 2,819,800 3,011,200 3,086,400 3,163,600 Nacimiento Operations 6,381,106 5,496,958 5,326,194 5,668,105 5,760,440 5,608,522 7,023,900 7,101,500 7,123,500 7,201,100 7,280,500 Debt Service 679,446 667,583 669,583 669,633 669,583 669,583 667,600 667,600 667,600 667,600 667,600 Capital Outlay 181,127 - 3,000 19,915 9,507 23,727 50,000 50,000 51,000 52,300 53,600 Total Water Production 10,748,594 9,680,625 9,234,373 10,079,086 10,975,763 11,024,697 13,529,200 13,455,200 13,764,100 14,018,200 14,262,500 Water Treatment
Personnel Services 581,205 673,085 718,829 758,713 830,521 702,634 868,600 907,600 935,600 966,700 993,800 Operating Expenses 425,496 773,310 799,669 633,518 609,073 446,480 1,095,300 852,400 993,300 1,018,300 1,043,800 Total Water Treatment 1,006,701 1,446,395 1,518,498 1,392,231 1,439,594 1,149,114 1,963,900 1,760,000 1,928,900 1,985,000 2,037,600 Water Conservation
Personnel Services 93,167 67,995 162,756 181,128 188,298 192,647 - - - - - Operating Expenses 15,699 22,284 26,597 22,385 18,892 24,767 35,800 35,800 36,600 37,600 38,600 Total Water Conservation 108,866 90,279 189,353 203,513 207,190 217,414 35,800 35,800 36,600 37,600 38,600 Groundwater Management
Operating Expenses - - - 4,331 144,314 177,680 198,000 200,100 203,100 208,100 213,300 Total Groundwater Mgmt - - - 4,331 144,314 177,680 198,000 200,100 203,100 208,100 213,300 Capital Improvement Program (CIP) 3,816,469 728,825 162,977 4,416,096 4,684,251 8,842,249 2,627,500 3,377,500 1,425,000 1,425,000 1,425,000 Transfers to Other Funds
General Fund 771,782 429,680 483,980 483,980 404,100 404,100 712,000 712,000 726,200 726,200 740,700 Capital Improvement Fund - - - - 2,616,000 - - - - -
IT Central Service Fund - 348,900 246,900 271,000 276,800 278,800 332,500 401,400 440,800 431,500 436,900 Fleet Central Service Fund - 749,645 400,990 454,844 696,062 287,480 813,500 818,200 820,900 826,300 831,400 Risk Mgmt Central Service Fund - 340,177 408,500 403,100 149,500 136,600 171,500 148,400 181,300 195,200 202,900 Total Transfers 771,782 1,868,402 1,540,370 1,612,924 1,526,462 3,722,980 2,029,500 2,080,000 2,169,200 2,179,200 2,211,900 Total Expenditures 16,815,128 14,215,472 13,073,792 18,142,129 19,418,785 25,573,020 20,919,400 21,460,000 20,087,000 20,429,900 20,781,600 Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Water Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Revenues Over/(Under) Expenditures $ 185,469 $ 3,423,291 $ 4,822,112 $ 560,012 $ 3,613,142 $ (3,109,554) $ 1,481,800 $ 1,674,400 $ 2,315,900 $ 2,772,200 $ 3,251,700 FUND BALANCES - END OF YEAR $ 9,324,498 $ 12,747,789 $ 17,569,901 $ 18,129,913 $ 21,743,055 $ 18,633,501 $ 20,115,301 $ 21,789,701 $ 24,105,601 $ 26,877,801 $ 30,129,501
CIP PROJECTS
Fiber Optic Network Connection 24,011 - - - - - - - - - - Emergency Bank Stabilization 1,228 - - - - - - - - - -
SCADA Upgrade 77,336 - - - - - - - - - -
North Airport Area Water Line Repl. 632,378 - - - - - - - - - - 21st Street Reservoir 1,885,258 - - - - - - - - - -
Dry Creek Road Water Line Replace. 85,193 - - - - - - - - - - Golden Hill Reservoir Recoating 1,022,511 3,000 - - - - - - - - - Tarr Well Rehabilitation 36,211 133,184 - - - - - - - - - Water Rate Study 52,343 75,920 28,126 - - - - - - - -
West Side Water Line Replacement - 450,810 - - - - - - - - - Butterfield Well Pump Repair - 42,546 - - - - - - - - - Golden Hill Tank 1 Recoating - 23,365 - - 16,961 1,514,186 - - - - - 17th Street Water Line Replacement - - 30,032 522,832 - - - - - - - Sherwood/Sierra Bonita Line Replace. - - 73,711 1,382,679 1,582,366 1,073,423 - - - - - Sunset/Panorama Water Line Replace. - - 31,572 32,983 1,023,970 - - - - - - Well Rehabilitation Set Aside - - (464) - - - 425,000 425,000 425,000 425,000 425,000 Automatic Meter Reading Installation - - - 2,460,938 1,846,613 109,952 105,000 105,000 - - - Riverside Ave Water Line Replacement - - - 16,664 13,784 549,425 - - - - - Creston Road Water Line Replace. - - - - 122,219 - - - - - - Golden Hill Reservoir Road Resurface - - - - - 160,000 160,000 - - - - Dry Creek Well Pump Replacements - - - - - 1,787,313 - - - - - Telemetry System Replacements - - - - - - 97,500 97,500 - - - Water Yard Security Enhancements - - - - - 330,000 - - - - - Water Valve Replacements - - - - - 475,000 - - - - -
Orchard Booster Station Upgrades - - - - 66,392 128,621 - - - - - Railroad Crossing Replacements - - - - - - 750,000 1,500,000 - - - Water Line Replacement & Renewal Set Aside - - - - - 800,000 800,000 800,000 800,000 800,000 800,000 Elm Ct/Capitol Hill/Palm Ct Water Line Replace - - - - 11,946 546,429 - - - - - SCADA System Upgrade - - - - - 130,000 - - - - -
Water Main Replacement Set Aside (Chasing R - - - - - 1,237,900 200,000 200,000 200,000 200,000 200,000 Via Fuchia Main Repair - - - - - - - 250,000 - - -
Ag River Well Abandonmen - - - - - - 60,000 - - - -
Lower Water Yard South End Culver RSP - - - - - - 30,000 - - - - Total 3,816,469 728,825 162,977 4,416,096 4,684,251 8,842,249 2,627,500 3,377,500 1,425,000 1,425,000 1,425,000 Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Wastewater Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
REVENUES
# S Charges for Wastewater Service $ 9,422,390 $ 11,819,561 $ 12,341,715 $ 12,931,123 $ 13,941,983 $ 13,122,752 $ 13,345,300 $ 13,525,300 $ 13,705,300 $ 13,885,300 $ 14,065,300 Charges for Recycled Water Service - - 3,080 8,219 13,753 12,621 13,000 13,000 13,000 13,000 13,000 ## Wastewater Connection Fees 215,805 361,504 728,915 422,868 735,908 1,038,519 775,000 775,000 775,000 775,000 775,000 ## All Other Charges 36,519 88,435 280,376 151,715 220,685 226,780 225,000 225,000 225,000 225,000 225,000 ##Use of Money & Property 12,369 (167,278) 25,678 401,959 657,368 352,346 400,000 400,000 400,000 400,000 400,000 ## Proceeds from Debt Issuance - - - 1,546,598 - - - - - - - ##Grant Revenues 4,491 105,170 43,054 3,599,346 - - - - - - - ##Other Revenues 1,374 - 5,898 26,407 8,400 6,000 6,000 6,000 6,000 6,000 6,000 Total Revenues 9,692,948 12,207,392 13,428,716 19,088,235 15,578,097 14,759,018 14,764,300 14,944,300 15,124,300 15,304,300 15,484,300
EXPENDITURES
Utility Billing
Personnel Services 176,802 192,057 211,930 225,234 240,119 237,648 251,800 259,400 266,500 275,800 284,300 Operating Expenses 179,697 201,483 208,054 198,010 198,873 199,637 259,300 267,400 268,700 275,200 282,000 Capital Outlay - - - - - - 5,000 5,200 5,200 5,300 5,400 Total Utility Billing 356,499 393,540 419,984 423,244 438,992 437,285 516,100 532,000 540,400 556,300 571,700 Stormwater Management
Personnel Services 225,919 237,490 5,083 - - - - - - - - Operating Expenses 68,832 50,500 65,998 78,591 133,428 92,005 - - - - - Debt Service 1,562 - - - - - - - - - -
Total Stormwater Management 296,313 287,990 71,081 78,591 133,428 92,005 - - - - - Sewer Collection
Personnel Services 736,931 858,561 832,108 714,920 919,964 902,769 1,021,000 1,059,400 1,086,200 1,123,100 1,155,200 Operating Expenses 291,159 226,714 253,699 282,168 354,267 406,597 630,600 381,100 516,000 528,800 541,900 Debt Service 6,249 - - - - - - - - - -
Capital Outlay 198,606 2,135 - - 11,833 - 12,000 12,000 12,200 12,500 12,800 Total Sewer Collection 1,232,945 1,087,410 1,085,807 997,088 1,286,064 1,309,366 1,663,600 1,452,500 1,614,400 1,664,400 1,709,900 Sewer Treatment
Personnel Services 1,660,076 1,685,807 1,750,568 1,967,769 2,076,630 2,254,197 2,771,300 2,885,100 2,979,300 3,083,600 3,173,900 Operating Expenses 1,535,648 1,777,380 1,579,361 1,686,903 1,711,158 1,289,161 1,833,400 1,813,900 1,860,200 1,906,700 1,954,200 Debt Service 3,616,061 3,620,048 3,628,863 3,625,956 3,629,418 3,624,547 3,622,600 3,624,100 3,620,400 3,621,200 3,615,500 Capital Outlay - 7,584 15,585 18,585 11,134 - 10,000 10,000 10,200 10,500 10,800 Total Sewer Treatment 6,811,785 7,090,819 6,974,377 7,299,213 7,428,340 7,167,905 8,237,300 8,333,100 8,470,100 8,622,000 8,754,400 Industrial Source Control
Personnel Services 231,771 241,676 185,618 36,878 72,407 140,246 150,500 154,900 158,900 164,500 169,200 Operating Expenses 11,467 16,357 5,185 1,294 19,300 32,661 43,000 43,000 43,800 44,900 46,000 Total Source Control 243,238 258,033 190,803 38,172 91,707 172,907 193,500 197,900 202,700 209,400 215,200 Recycled Water
Personnel Services - - 75,072 197,465 20,654 - - - - - - Operating Expenses - - 38 5,551 3,945 3,945 - - - - -
Debt Service - - - - - - 349,600 349,600 349,600 349,600 349,600 Total Source Control - - 75,110 203,016 24,599 3,945 349,600 349,600 349,600 349,600 349,600 Capital Improvement Program (CIP) 1,293,406 558,165 676,943 6,289,798 1,588,460 6,083,622 1,310,000 2,812,500 3,960,000 2,160,000 1,160,000 Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Wastewater Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Transfers to Other Funds
General Fund 613,883 374,723 373,357 373,357 380,200 380,200 518,200 518,200 528,600 528,600 539,200 Capital Improvement Fund - - - - - 2,180,000 - - - - -
IT Central Service Fund - 325,400 261,771 262,400 236,200 238,000 252,800 305,300 335,300 328,200 332,300 Fleet Central Service Fund - 141,032 835,054 198,171 220,638 66,451 664,800 664,900 666,800 670,500 674,000 Risk Mgmt Central Service Fund - 235,246 234,800 231,700 123,000 115,600 118,600 102,600 125,400 135,000 140,300 Total Transfers 613,883 1,076,401 1,704,982 1,065,628 960,038 2,980,251 1,554,400 1,591,000 1,656,100 1,662,300 1,685,800 Total Expenditures 10,848,069 10,752,358 11,199,087 16,394,750 11,951,628 18,247,286 13,824,500 15,268,600 16,793,300 15,224,000 14,446,600 Revenues Over/(Under) Expenditures (1,155,121) 1,455,034 2,229,629 2,693,485 3,626,469 (3,488,268) 939,800 (324,300) (1,669,000) 80,300 1,037,700 FUND BALANCES - END OF YEAR $ 5,075,501 $ 6,530,535 $ 8,760,164 $ 11,453,649 $ 15,080,118 $ 11,591,850 $ 12,531,650 $ 12,207,350 $ 10,538,350 $ 10,618,650 $ 11,656,350
CIP PROJECTS
Munari Trunk Sewer Repairs $ 206,509 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Pine Street/4th Street Sewer Line 39,518 - - - - - - - - - - Lot 22 Tract 2373 Land Purchase 55,522 - - - - - - - - - - South River Road Manhole Replace. 290,693 - - - - - - - - - - Wastwater Rate Study 26,825 - - - - - - - - - -
Fiber Optic Network Connection 39,011 - - - - - - - - - - Airport-area Sewer Extension 60,927 - - - - - - - - - - Tertiary Treatment Facility 2,118 - - - - - - - - - -
Lift Station Upgrades 326,346 28,205 - - 15,460 - - 352,500 - - - Almendra Sewer Rehabilitation 78,752 5,433 - - - - - - - - - Recycled Water Distribution System 167,185 449,285 590,718 5,193,995 409,066 - - - - - - West Side Sewer Rehabilitation - 68,163 - - - - - - - - - Airport Rd Lift Station Rehabilitation - 7,079 65,936 77,045 9,093 904,626 - - - - - 17th Street Sewer Line Replacement - - 20,289 299,708 - - - - - - - Belt Filter Press Replacement - - - 340,290 - - - - - - - Treatment Plant Storm Damage - - - 206,941 - - - - - - - Sewer Main Replace. 24th/Riverside - - - 16,156 - - - - - - - Right-of-Way Acquisitions - - - 10,054 10,603 - - - - - - Elm Ct/Capitol Hill/Palm Ct Sewer Line Replac - - - 17,361 208,698 245,058 - - - - - Creston Road Sewer Line Replacement - - - 21,200 850,000 4,920 - - - - - Mill Rd Extension/Lift Station - - - 107,048 85,540 112,616 - - 2,800,000 - - Salinas River Pipe Undercrossing Feasibility - - - - - 180,100 - - - - - Franklin Creek Sewer Stabilization - - - - - 86,311 - - - - - Sewer Line Replacement Set Aside - - - - - 3,909,991 740,000 1,160,000 447,000 1,160,000 1,160,000 Navajo Ave Sewer Line Replacement - - - - - - - - 713,000 - - Niblick Rd Sewer Upgrade - - - - - 340,000 - - - - -
Spring Street at 2nd Sewer Line - - - - - - - - - - -
Airport Lift Station-Phase 3 - - - - - - - - - - -
Stormwater Capture Conceptual Design - - - - - - - - - - - 24th Street Main Upgrade - - - - - 300,000 - - - - -
Treatment Plan Security Upgrades - - - - - - 100,000 - - - - Creston Road Phase 2 Sewer Line Replacemen - - - - - - 120,000 - - - - Creston/Niblick Sewer Line Replacements - - - - - - 200,000 800,000 - - - Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Wastewater Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
WWTP Power Conditioning & Auxiliary Upgrade - - - - - - 150,000 - - - - Sludge Bed/Washout Bay Replacement - - - - - - - 500,000 - - - Solids Handling Upgrade (design only) - - - - - - - - - 1,000,000 - Total $ 1,293,406 $ 558,165 $ 676,943 $ 6,289,798 $ 1,588,460 $ 6,083,622 $ 1,310,000 $ 2,812,500 $ 3,960,000 $ 2,160,000 $ 1,160,000 Concluded
Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Airport Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
REVENUES
##Charges for Services $ 213,649 $ 116,000 $ 146,353 $ 222,270 $ 211,427 $ 419,491 $ 457,000 $ 473,400 $ 483,400 $ 498,400 $ 506,400 ## Property Taxes 61,505 70,482 84,111 89,898 113,692 130,580 150,200 165,200 176,800 189,200 202,400 ##Use of Money & Property 743,490 634,025 887,669 1,210,938 1,222,045 1,159,088 1,367,500 1,400,400 1,434,300 1,469,300 1,505,200 ##Other Revenues 1,963 1,308 10,624 1,069 (1,472) 1,466 2,000 2,000 2,000 2,000 1,002,000 Total Revenues 1,020,607 821,815 1,128,757 1,524,175 1,545,692 1,710,625 1,976,700 2,041,000 2,096,500 2,158,900 3,216,000
EXPENDITURES
Airport Operations
Personnel Services 259,895 323,051 346,413 374,709 583,885 713,753 824,600 877,700 913,600 944,500 971,500 Operating Expenses 211,814 162,561 371,720 459,839 315,969 296,700 414,925 422,100 426,800 437,600 448,600 Debt Service 54,151 49,465 49,465 49,465 49,465 49,500 49,500 49,500 49,500 49,500 49,400 Capital Outlay 8,967 - - 4,112 32,514 - 175,000 - - - - Total Airport Operations 534,827 535,077 767,598 888,125 981,833 1,059,953 1,464,025 1,349,300 1,389,900 1,431,600 1,469,500 Capital Improvement Program (CIP)
## Grant Revenues - 1,153,658 166,029 465,388 171,930 660,482 5,589,800 491,400 5,690,000 396,900 11,981,500 Project Expense 211,566 1,070,975 384,651 1,466,626 1,636,503 1,725,160 5,633,000 1,385,000 6,600,000 420,000 17,318,200 Net CIP Expenses (211,566) 82,683 (218,622) (1,001,238) (1,464,573) (1,064,678) (43,200) (893,600) (910,000) (23,100) (5,336,700) Transfers to Other Funds
General Fund 144,098 35,972 44,949 44,949 48,900 48,900 222,600 222,600 227,100 227,100 231,600 IT Central Service Fund - 80,600 90,200 100,700 57,500 58,000 71,800 98,000 95,800 97,100 99,500 Fleet Central Service Fund - 49,344 102,888 28,703 37,877 108,286 87,900 111,800 112,300 113,300 114,200 Risk Mgmt Central Service Fund - 17,585 24,500 24,200 14,300 13,000 25,200 21,800 26,600 28,700 29,800 Total Transfers 144,098 183,501 262,537 198,552 158,577 228,186 407,500 454,200 461,800 466,200 475,100 Total Expenditures 890,491 635,895 1,248,757 2,087,915 2,604,983 2,352,817 1,914,725 2,697,100 2,761,700 1,920,900 7,281,300 Revenues Over/(Under) Expenditures 130,116 185,920 (120,000) (563,740) (1,059,291) (642,192) 61,975 (656,100) (665,200) 238,000 (4,065,300) FUND BALANCES - END OF YEAR $ 3,201,189 $ 3,387,109 $ 3,267,109 $ 2,703,369 $ 1,644,078 $ 1,001,886 $ 1,063,861 $ 407,761 $ (257,439) $ (19,439) $ (4,084,739)
CIP PROJECTS
Second Wind Way Hangar $ 188,750 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Ramp Resurfacing 922 - - - - - - - - - -
Apron and Helipad Rehabilitation 350 - 107,847 - - - - - - - - Propeller Drive Road Extension 21,007 2,005 1,845 31,711 23,019 590 - - - - 2,377,200 Airfield Electrical Upgrade 537 1,029,993 70,777 15,567 87,739 - - - - - - 4860 Wing Way Building Upgrades - 3,159 - - - - - - - - - Wright Way Road Construction - 35,818 204,182 783,956 811,559 - - - - - - Runway 1-19 Repaint - - - 519,385 24,715 - - - - - -
Pavement Maintenance Plan - - - 116,007 396,581 - - - - - - Master Plan Update - - - - 231,743 408,257 - - - - -
Engine Testing Site Development - - - - 50,077 69,923 - - - - - Parking Lot Improvements - - - - - 300,000 - - - - -
Security Enhancements - - - - - 205,000 - - - - -
Taxiway A - North of Bravo Rehabilitation - - - - - 297,460 4,100,000 - - - - Terminal Remodel Project - - - - 11,070 443,930 833,000 365,000 - - - Terminal Building Renovation - - - - - - 700,000 500,000 500,000 - - Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Airport Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Helicopter Parking Expansion - - - - - - - 520,000 6,100,000 - - Reconstruct Terminal Ramp and Aircraft Parkin - - - - - - - - - 420,000 4,900,000 Rocket Engine Test Site 1 - - - - - - - - - - 2,233,600 Construct Taxiway H - - - - - - - - - - 3,219,300
Transient Apron Expansion - Phase 1 - - - - - - - - - - 4,588,100 Total $ 211,566 $ 1,070,975 $ 384,651 $ 1,466,626 $ 1,636,503 $ 1,725,160 $ 5,633,000 $ 1,385,000 $ 6,600,000 $ 420,000 $ 17,318,200 Attachment 1
CITY OF EL PASO DE ROBLES
FUND OVERVIEW
Solid Waste Fund
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
REVENUES
##Charges for Service $ - $ - $ - $ - $ 2,880,873 $ 3,562,799 $ 3,970,000 $ 4,050,000 $ 4,171,500 $ 4,296,600 $ 4,425,500 # All Other Charges - - - 190,000 190,000 190,000 190,000 190,000 190,000 190,000 190,000 # Use of Money & Property - - - - (3,257) (4,178) - - - - - ## Interfund Transfers In - - 572,942 756,630 - - - - - - - Total Revenues - - 572,942 946,630 3,067,616 3,748,621 4,160,000 4,240,000 4,361,500 4,486,600 4,615,500
EXPENDITURES
Landfill Maintenance
Personnel Services - - 29,742 182,016 198,871 156,601 222,300 229,100 235,000 243,300 250,400 Operating Expenses - - 405,086 456,156 2,468,234 2,720,164 2,767,700 2,897,100 2,879,900 2,952,100 3,026,000 Capital Outlay - - - - - 23,513 42,000 26,000 34,700 35,500 36,400 Total Landfill Maintenance - - 434,828 638,172 2,667,105 2,900,278 3,032,000 3,152,200 3,149,600 3,230,900 3,312,800 Capital Improvement Program - - 25,874 190,426 - - - - - - - Transfers to Other Funds
General Fund - - - - 12,300 12,300 84,000 84,000 85,700 85,700 87,400 IT Central Service Fund - - - - 2,400 2,400 2,700 3,200 3,500 3,400 3,500 Risk Mgmt Central Service Fund - - - - 11,900 16,000 31,500 27,300 33,300 35,800 37,300 Landfill Closure, Postclosure - - 180,000 180,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Total Transfers - - 180,000 180,000 276,600 280,700 368,200 364,500 372,500 374,900 378,200 Total Expenditures - - 640,702 1,008,598 2,943,705 3,180,978 3,400,200 3,516,700 3,522,100 3,605,800 3,691,000 Revenues Over/(Under) Expenditures - - (67,760) (61,968) 123,911 567,643 759,800 723,300 839,400 880,800 924,500 FUND BALANCES - END OF YEAR $ - $ - $ (67,760) $ (129,728) $ (5,817) $ 561,826 $ 1,321,626 $ 2,044,926 $ 2,884,326 $ 3,765,126 $ 4,689,626 Capital Projects
Gas System Improvement - - 9,999 - - - - - - - -
Composting Facility - - 15,875 134,465 - - - - - - -
Portable Water Tower - - - 55,961 - - - - - - -
Total - - 25,874 190,426 - - - - - - -
Attachment 1
Attachment 2
RESOLUTION 26-XXX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES
APPROVING PERSONNEL CHANGES AND ADOPTING THE REVISED MASTER PAY SCHEDULE WHEREAS, the City organizes and allocates employee resources based on operational needs and assigns duties consistent with its established job classification system; and WHEREAS, in 2023, Aviation Management Consulting Group completed an assessment of the municipal airport, which identified the need for additional staffing resources to support operations and maintenance functions necessary to sustain safe and efficient airport operations; and WHEREAS, since that time, the scope and complexity of airport operations and maintenance activities have increased, creating a need for consistent, on-site supervision and coordination of maintenance personnel and operational tasks; and
WHEREAS, the City operates a 1.0 million gallon per day microfiltration treatment system that treats groundwater under the direct influence of surface water and is subject to stringent state and federal regulatory requirements; and
WHEREAS, following the retirement of the employee responsible for operating the microfiltration treatment system, the City has reassigned treatment plant operations and regulatory compliance responsibilities to the Water Quality Technician role; and WHEREAS, the addition of treatment plant operations and regulatory compliance responsibilities exceeds the scope of the current Water Quality Technician I/II classification and necessitates reclassification to appropriately reflect these duties; and WHEREAS, the proposed reclassifications realign existing positions to better reflect current operational needs and do not increase the total number of authorized full-time equivalent positions; and WHEREAS, the City has satisfied its meet-and-confer obligations with representatives of the Service Employees International Union, Local 620, regarding the classification changes; and WHEREAS, the California Public Employees Retirement System (CalPERS) requires governing bodies of local agencies that contract with CalPERS for retirement benefits to approve and adopt a publicly available master pay schedule in accordance with public meeting laws.
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 master pay schedule contained in Exhibit A, attached hereto and incorporated herein by reference, is hereby approved and adopted in accordance with CalPERS requirements. (California Code of Regulations, Title 2, Section 570.5).
Section 3. The City Council hereby approves modifications to the Fiscal Year 2025–26 list of authorized budgeted positions to replace the Water Quality Technician I/II position with Water
Attachment 2
Treatment Operator and Compliance Technician and the Airport Operations Technician position with Airport Operations and Maintenance Supervisor.
Section 4. The master pay schedule contained in Exhibit A, attached hereto and incorporated herein by reference, is hereby approved and adopted in accordance with CalPERS requirements (California Code of Regulations, Title 2, Section 570.5).
APPROVED this 19
th day of May, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
John R. Hamon, Jr., Mayor
ATTEST:
Melissa Martin, City Clerk
Exhibit A – Pay Schedule
City of Paso Robles Pay Schedule
Adopted: May 19, 2026
Effective Date: May 19, 2026
Exhibit A
Full-Time Classifications
Title Group Range
Class
Code
Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 1
Annually
Step 2
Annually
Step 3
Annually
Step 4
Annually
Step 5
Annually
Accounting Specialist SEIU S20 1202 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Accounting Supervisor SEIU S65 4304 42.41 45.59 48.77 51.95 55.13 88,212.80 94,827.20 101,441.60 108,056.00 114,670.40 Administrative Assistant SEIU S20 1203 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Administrative Fire Captain IAFF I95 7203 59.76 63.43 67.35 71.52 75.90 124,300.80 131,934.40 140,088.00 148,761.60 157,872.00 Administrative Services Director MGMT M195 5502 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Airport Maintenance Technician I SEIU S10 2102 25.24 26.50 27.76 29.02 30.29 52,499.20 55,120.00 57,740.80 60,361.60 63,003.20 Airport Maintenance Technician II SEIU S20 2202 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Airport Manager MGMT M160 5101 56.10 60.31 64.52 68.73 72.94 116,688.00 125,444.80 134,201.60 142,958.40 151,715.20 Airport Operations and Maintenance SEIU S65 4323 42.41 45.59 48.77 51.95 55.13 88,212.80 94,827.20 101,441.60 108,056.00 114,670.40 Aquatics Coordinator SEIU S35 4305 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Assistant Capital Projects Manager MGMT M145 5102 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Assistant City Manager MGMT M195 5503 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Assistant Human Resources/Risk Manager MGMT M150 5103 48.10 51.71 55.32 58.92 62.53 100,048.00 107,556.80 115,065.60 122,553.60 130,062.40 Assistant Planner SEIU S40 3302 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Associate Planner MGMT M140 5104 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Battalion Chief/Fire Marshal MGMT M175 5402 68.73 73.89 79.04 84.20 89.35 142,958.40 153,691.20 164,403.20 175,136.00 185,848.00 Building Inspector I SEIU S40 3307 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Building Inspector II SEIU S60 3406 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Chief Building Official MGMT M170 5106 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Chief Engineering Inspector SEIU S70 4322 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 City Clerk MGMT M155 4500 51.95 55.84 59.74 63.64 67.53 108,053.00 116,157.00 124,261.00 132,365.00 140,469.00 City Manager CM CMA 5700 129.33 - - - 129.33 269,000.00 - - - 269,000.00 City Planner MGMT M170 5107 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Community Development Director MGMT M195 5504 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Community Services Director MGMT M195 5505 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Community Services Officer SEIU S25 3204 30.05 31.55 33.06 34.56 36.06 62,504.00 65,624.00 68,764.80 71,884.80 75,004.80 Crime Analyst SEIU S40 3206 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Deputy Building Official MGMT M155 5108 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Deputy Community Development
Director/City Engineer MGMT M190 5405 73.54 79.06 84.57 90.09 95.60 152,963.20 164,444.80 175,905.60 187,387.20 198,848.00 Deputy Fire Chief MGMT M195 5404 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Deputy Police Chief MGMT M195 5406 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Development Services Manager MGMT M145 5109 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Dispatch Supervisor POA P105 6010 41.73 44.28 46.98 49.86 52.91 86,789.82 92,095.64 97,728.54 103,709.32 110,056.70 Dispatcher POA P100 6000 34.83 36.95 39.21 41.60 44.15 72,436.00 76,857.56 81,551.86 86,536.06 91,825.50 Economic Development Manager MGMT M155 5110 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Engineering Inspector I SEIU S40 3308 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Engineering Inspector II SEIU S60 3407 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Executive Assistant SEIU S30 1302 30.85 32.78 34.71 36.64 38.56 64,168.00 68,182.40 72,196.80 76,211.20 80,204.80 Executive Assistant/Deputy City Clerk MGMT M130 4401 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Facilities Maintenance Technician I SEIU S10 2103 25.24 26.50 27.76 29.02 30.29 52,499.20 55,120.00 57,740.80 60,361.60 63,003.20 Facilities Maintenance Technician II SEIU S20 2203 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20
City of Paso Robles Pay Schedule
Adopted: May 19, 2026
Effective Date: May 19, 2026
Exhibit A
Facilities Supervisor SEIU S55 4306 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Finance Manager MGMT M170 5111 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Fire Captain - 40 hour IAFF I91 7201 55.33 58.73 62.36 66.22 70.28 115,086.40 122,158.40 129,708.80 137,737.60 146,182.40 Fire Captain* - 56 hour IAFF I90 7200 39.52 41.95 44.54 47.30 50.20 115,082.24 122,158.40 129,700.48 137,737.60 146,182.40 Fire Chief MGMT M200 5506 90.12 95.75 101.39 107.02 112.65 187,449.60 199,160.00 210,891.20 222,601.60 234,312.00 Fire Engineer - 40 hour IAFF I86 7011 45.65 48.50 51.48 54.64 58.00 94,952.00 100,880.00 107,078.40 113,651.20 120,640.00 Fire Engineer* - 56 hour IAFF I85 7010 32.61 34.64 36.77 39.03 41.43 94,960.32 100,871.68 107,074.24 113,655.36 120,644.16 Fire Prevention Specialist I SEIU S55 3309 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Fire Prevention Specialist II SEIU S60 3408 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Firefighter - 40 hour IAFF I81 7001 39.51 41.97 44.55 47.29 50.20 82,180.80 87,297.60 92,664.00 98,363.20 104,416.00 Firefighter* - 56 hour IAFF I80 7000 28.22 29.98 31.82 33.78 35.86 82,176.64 87,301.76 92,659.84 98,367.36 104,424.32 Fleet Supervisor SEIU S55 4307 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Geographic Information System Manager MGMT M145 5112 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Homeless Services Manager MGMT M155 5113 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Human Resources Specialist MGMT M135 4402 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Human Resources/Risk Manager MGMT M170 5114 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Information Technology Manager MGMT M170 5115 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Information Technology Technician SEIU S40 3304 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Laboratory Supervisor SEIU S70 4308 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Laboratory Technician I SEIU S35 3101 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Laboratory Technician II SEIU S50 3202 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Landscape Maintenance Technician I SEIU S10 2104 25.24 26.50 27.76 29.02 30.29 52,499.20 55,120.00 57,740.80 60,361.60 63,003.20 Landscape Maintenance Technician II SEIU S20 2204 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Landscape Supervisor SEIU S55 4309 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Lead Airport Maintenance Technician SEIU S30 2302 30.85 32.78 34.71 36.64 38.56 64,168.00 68,182.40 72,196.80 76,211.20 80,204.80 Lead Facilities Maintenance Technician SEIU S30 2303 30.85 32.78 34.71 36.64 38.56 64,168.00 68,182.40 72,196.80 76,211.20 80,204.80 Lead Landscape Maintenance Technician SEIU S30 2304 30.85 32.78 34.71 36.64 38.56 64,168.00 68,182.40 72,196.80 76,211.20 80,204.80 Lead Library Services Assistant SEIU S25 1303 30.05 31.55 33.06 34.56 36.06 62,504.00 65,624.00 68,764.80 71,884.80 75,004.80 Lead Parks and Trails Maintenance Specialist SEIU S30 2305 30.85 32.78 34.71 36.64 38.56 64,168.00 68,182.40 72,196.80 76,211.20 80,204.80 Lead Recreation Services Assistant SEIU S25 1304 30.05 31.55 33.06 34.56 36.06 62,504.00 65,624.00 68,764.80 71,884.80 75,004.80 Lead Streets Maintenance Technician SEIU S30 2306 30.85 32.78 34.71 36.64 38.56 64,168.00 68,182.40 72,196.80 76,211.20 80,204.80 Lead Wastewater Collections Operator SEIU S50 2307 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Lead Wastewater Treatment Plant Operator SEIU S60 2308 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Librarian SEIU S40 4311 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Library Manager MGMT M170 5116 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Library Services Assistant SEIU S15 1204 27.26 28.62 29.98 31.35 32.71 56,700.80 59,529.60 62,358.40 65,208.00 68,036.80 Library Services Coordinator SEIU S35 4310 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Maintenance Services Superintendent MGMT M155 5117 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Management Analyst MGMT M150 5118 48.10 51.71 55.32 58.92 62.53 100,048.00 107,556.80 115,065.60 122,553.60 130,062.40 Mechanic SEIU S35 3201 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Operations Battalion Chief - 40 hour MGMT M185 5403 68.73 73.89 79.04 84.20 89.35 142,958.40 153,691.20 164,403.20 175,136.00 185,848.00 Operations Battalion Chief* - 56 hour MGMT M180 5401 49.09 52.78 56.46 60.14 63.82 142,950.08 153,695.36 164,411.52 175,127.68 185,843.84 Parks and Trails Maintenance Specialist I SEIU S10 2105 25.24 26.50 27.76 29.02 30.29 52,499.20 55,120.00 57,740.80 60,361.60 63,003.20 Parks and Trails Maintenance Specialist II SEIU S20 2205 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Parks and Trails Supervisor SEIU S55 4312 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60
City of Paso Robles Pay Schedule
Adopted: May 19, 2026
Effective Date: May 19, 2026
Exhibit A
Payroll/Risk Coordinator MGMT M135 4403 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Permit Technician SEIU S35 3215 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Police Chief MGMT M200 5507 90.12 95.75 101.39 107.02 112.65 187,449.60 199,160.00 210,891.20 222,601.60 234,312.00 Police Commander MGMT M190 5400 73.54 79.06 84.57 90.09 95.60 152,963.20 164,444.80 175,905.60 187,387.20 198,848.00 Police Corporal POA P115 6300 51.46 54.60 57.93 61.47 65.22 107,036.80 113,568.00 120,494.40 127,857.60 135,657.60 Police Officer POA P110 6100 46.16 48.96 51.97 55.15 58.53 96,009.16 101,840.18 108,092.92 114,703.42 121,736.68 Police Officer Recruit SEIU S45 3205 38.63 80,350.40 - - - - Police Records Supervisor SEIU S50 4313 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Police Records Technician SEIU S25 1205 30.05 31.55 33.06 34.56 36.06 62,504.00 65,624.00 68,764.80 71,884.80 75,004.80 Police Sergeant POA P120 6200 57.53 61.05 64.81 68.79 73.02 119,671.76 126,992.58 134,794.40 143,092.04 151,871.20 Pretreatment Coordinator SEIU S55 3405 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Principal Utility Engineer MGMT M170 5119 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Public Works Chief Engineer MGMT M160 5105 56.10 60.31 64.52 68.73 72.94 116,688.00 125,444.80 134,201.60 142,958.40 151,715.20 Public Works Director MGMT M195 5508 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Public Works Operations Manager MGMT M165 5120 60.03 64.53 69.04 73.54 78.04 124,862.40 134,222.40 143,603.20 152,963.20 162,323.20 Recreation Program Coordinator SEIU S40 4314 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Recreation Services Assistant SEIU S15 1206 27.26 28.62 29.98 31.35 32.71 56,700.80 59,529.60 62,358.40 65,208.00 68,036.80 Recreation Services Manager MGMT M155 5121 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Senior Development Review Engineer MGMT M155 5122 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Senior Information Technology Technician SEIU S60 3400 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Senior Planner MGMT M155 5123 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Senior Utility Engineer MGMT M155 5124 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Solid Waste and Recycling Manager MGMT M155 5125 51.95 55.84 59.74 63.64 67.53 108,056.00 116,147.20 124,259.20 132,371.20 140,462.40 Stormwater Inspector I SEIU S40 3310 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Stormwater Inspector II SEIU S60 3409 40.01 43.01 46.01 49.01 52.01 83,220.80 89,460.80 95,700.80 101,940.80 108,180.80 Stormwater Manager MGMT M145 5126 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Streets Maintenance Technician I SEIU S10 2106 25.24 26.50 27.76 29.02 30.29 52,499.20 55,120.00 57,740.80 60,361.60 63,003.20 Streets Maintenance Technician II SEIU S20 2206 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Streets Supervisor SEIU S55 4315 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Support Services Manager MGMT M160 5127 56.10 60.31 64.52 68.73 72.94 116,688.00 125,444.80 134,201.60 142,958.40 151,715.20 Utilities Director MGMT M195 5509 81.19 86.26 91.34 96.41 101.49 168,875.20 179,420.80 189,987.20 200,532.80 211,099.20 Utility Billing Customer Service Representative SEIU S15 1207 27.26 28.62 29.98 31.35 32.71 56,700.80 59,529.60 62,358.40 65,208.00 68,036.80 Utility Billing Supervisor SEIU S55 4316 37.74 40.58 43.41 46.24 49.07 78,499.20 84,406.40 90,292.80 96,179.20 102,065.60 Wastewater Chief Plant Operator SEIU S70 4317 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Wastewater Collections Operator I SEIU S15 2107 27.26 28.62 29.98 31.35 32.71 56,700.80 59,529.60 62,358.40 65,208.00 68,036.80 Wastewater Collections Operator II SEIU S35 2207 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Wastewater Collections Supervisor SEIU S65 4318 42.41 45.59 48.77 51.95 55.13 88,212.80 94,827.20 101,441.60 108,056.00 114,670.40 Wastewater Manager MGMT M170 5128 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 Wastewater Treatment Plant Maintenance SEIU S50 2208 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Wastewater Treatment Plant Operator I SEIU S35 2108 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Wastewater Treatment Plant Operator II SEIU S50 2209 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Water Chief Plant Operator SEIU S65 4319 42.41 45.59 48.77 51.95 55.13 88,212.80 94,827.20 101,441.60 108,056.00 114,670.40 Water Distribution Chief Operator SEIU S65 3500 42.41 45.59 48.77 51.95 55.13 88,212.80 94,827.20 101,441.60 108,056.00 114,670.40 Water Distribution Operator I SEIU S15 2109 27.26 28.62 29.98 31.35 32.71 56,700.80 59,529.60 62,358.40 65,208.00 68,036.80 Water Distribution Operator II SEIU S35 2210 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20
City of Paso Robles Pay Schedule
Adopted: May 19, 2026
Effective Date: May 19, 2026
Exhibit A
Water Distribution Operator III SEIU S50 2309 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Water Distribution Supervisor SEIU S75 4320 48.10 51.71 55.32 58.92 62.53 100,048.00 107,556.80 115,065.60 122,553.60 130,062.40 Water Quality Supervisor SEIU S70 4321 45.38 48.78 52.18 55.59 58.99 94,390.40 101,462.40 108,534.40 115,627.20 122,699.20 Water Quality Technician I SEIU S20 2110 28.62 30.05 31.48 32.91 34.34 59,529.60 62,504.00 65,478.40 68,452.80 71,427.20 Water Quality Technician II SEIU S35 2211 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Water Treatment Operator and Compliance
Technician SEIU S40 2213 34.34 36.48 38.63 40.78 42.92 71,427.20 75,878.40 80,350.40 84,822.40 89,273.60 Water Treatment Operator I SEIU S35 2111 32.40 34.42 36.44 38.47 40.49 67,392.00 71,593.60 75,795.20 80,017.60 84,219.20 Water Treatment Operator II SEIU S50 2212 36.40 38.67 40.95 43.22 45.50 75,712.00 80,433.60 85,176.00 89,897.60 94,640.00 Water Utility Manager MGMT M170 5129 64.23 69.05 73.87 78.69 83.50 133,598.40 143,624.00 153,649.60 163,675.20 173,680.00 *Annual totals are based on the average number of hours worked over a 3-year period Part-Time Classifications
Title Group Range
Class
Code
Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Aquatics Office Assistant PT PT1 8102 18.39 18.85 19.31 19.77 20.23 Assistant Pool Manager PT PT5 8302 22.26 22.81 23.37 23.92 24.48 Community Events Coordinator PT PT9 8213 25.67 26.31 26.95 27.59 28.24 Engineering Intern PT PT7 8350 24.48 25.09 25.70 26.32 26.93 Lead Library Services Representative PT PT9 8310 25.67 26.31 26.95 27.59 28.24 Lead Recreation Services Representative PT PT9 8312 25.67 26.31 26.95 27.59 28.24 Library Services Representative PT PT5 8210 22.26 22.81 23.37 23.92 24.48 Lifeguard/Swim Instructor PT PT3 8202 20.23 20.74 21.24 21.75 22.26 Park Ambassador PT PT9 8311 25.67 26.31 26.95 27.59 28.24 Planning Intern PT PT7 8351 24.48 25.09 25.70 26.32 26.93 Police Records Assistant PT PT7 8211 24.48 25.09 25.70 26.32 26.93 Recreation Services Representative PT PT5 8212 22.26 22.81 23.37 23.92 24.48 Training Coordinator PT CTR5 9900 31.24 - - - -
Volunteer
Title Group Range
Class
Code
Reserve Police Officer Volunteer - - Uncompensated
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 3
.
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
Council Agenda Report
From: Katie Banister, Associate Planner
Subject: Review of the Process to Authorize Adult-Use Non-Storefront Retail Cannabis (Recreational Cannabis Delivery Offices) Including Establishing a Cannabis Regulatory Permit
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 19, 2026
Facts
1. In 1996, California voters passed Proposition 215, also known as the Compassionate Use Act. This initiative permitted the medical use of cannabis, making California the first state to legalize cannabis for medical purposes.
2. On November 8, 2016, California voters approved Proposition 64, the Control, Regulate, and Tax Adult Use of Marijuana Act (AUMA). This measure legalized the possession and recreational use of cannabis for adults aged 21 and over. While most personal-use provisions took effect immediately on November 9, 2016, the commercial licensing aspects became effective January 1, 2018.
3. On November 15, 2016, following the passage of Proposition 64, the City of Paso Robles adopted Ordinance 1036 which regulated personal, medical, and commercial cannabis uses within city limits.
At the time, the only commercial cannabis activity permitted was the delivery of medical cannabis with offices in the Riverside Corridor (RSC) and Commercial/Light Industry (C-3) zoning districts, contingent on securing a Conditional Use Permit. All other commercial cannabis businesses, including storefront dispensaries, remained prohibited.
4. On June 27, 2017, Governor Jerry Brown signed Senate Bill 94, merging previous medical and recreational cannabis regulations into a single framework known as the Medicinal and Adult-Use Cannabis Regulation and Safety Act (MAUCRSA). This legislation repealed the earlier Medical Cannabis Regulation and Safety Act (MCRSA) and consolidated key provisions under AUMA, creating a unified regulatory structure codified in the California Business and Professions Code.
5. A central tenet of MAUCRSA is the preservation of local control. Under Section 26200 of the Business and Professions Code, cities and counties maintain the authority to prohibit or regulate commercial cannabis businesses within their jurisdictions. The state cannot approve a cannabis business license if it conflicts with local ordinances. However, jurisdictions are prohibited from banning the delivery of cannabis from licensed businesses located outside their boundaries.
6. The regulatory structure established by MAUCRSA governs every aspect of the legal cannabis supply chain—including cultivation, manufacturing, testing, distribution, and retail—whether for medicinal or adult use (commonly referred to as “recreational” use). Initially, regulation was distributed among
multiple state agencies, but in 2021, enforcement and oversight were consolidated under a single agency: the California Department of Cannabis Control (DCC).
7. On November 6, 2018, Paso Robles voters approved Measure I-18, which enacted Ordinance 1066 to implement a general tax on cannabis-related activities. This ordinance added Chapter 3.22 to the Paso Robles Municipal Code and established the maximum tax rates the City could impose on cannabis businesses operating within city limits.
8. To implement the cannabis tax authorized by Measure I-18, the City Council amended Section
3.22.010 of the Paso Robles Municipal Code on October 20, 2020. The amendment set the tax rate for cannabis delivery businesses at 6%, which is below the voter-authorized maximum of 10% under Measure I-18.
9. In 2021, the State of California established the Department of Cannabis Control (DCC) to oversee the regulated cannabis market. The DCC is responsible for licensing businesses, ensuring regulatory compliance, promoting public health and safety, and reducing illegal cannabis activity through education, enforcement, and support for local jurisdictions.
10. The Paso Robles City Council identified the development of a cannabis governance framework as one of its strategic goals for fiscal years 2022–23 and 2023–24. This marked the beginning of a more comprehensive review of local cannabis regulations.
11. In support of these goals, City staff engaged HdL Companies, a consulting firm with expertise in cannabis policy, to assist in the development of a governance framework. HdL provided an overview of the evolving cannabis industry and shared best practices to help inform policy development.
12. On July 19, 2022, following a presentation from staff and HdL, the City Council directed staff to pursue two key actions: (a) begin developing a comprehensive cannabis governance framework, including provisions for commercial retail cannabis sales; and (b) prepare an expedited ordinance specifically allowing recreational (adult use) cannabis delivery services.
13. To facilitate public participation, the City hosted a public forum on cannabis policy on August 18, 2022.
During the event, residents had the opportunity to provide input, and HdL gave a presentation on the state of the cannabis industry and local regulatory options.
14. Complementing the public forum, the City also conducted a community survey between August 9 and September 5, 2022. The survey gathered public feedback on potential cannabis policies and the role of cannabis businesses in the community.
15. On September 13, 2022, the Planning Commission held a public hearing to review the proposed ordinance for adult use cannabis delivery. In a 3-2-2 vote, the Commission recommended approval of the ordinance to the City Council. However, some commissioners voiced concern about separating delivery services from the broader cannabis governance framework and preferred a more comprehensive approach.
16. On October 18, 2022, City Council adopted Ordinance 1126, repealing and replacing Chapter 21.33 of the Zoning Code, allowing adult use cannabis delivery services in the RSC and C-3 zoning districts; explicitly permitting adult use and medical cannabis delivery services from both within and outside the City; and updating terminology, formally including "recreational" as part of the definition for commercial cannabis activity.
17. Also on October 18, 2022, the City Council approved Resolution No. 22-144, establishing a limit of three permits for adult use cannabis delivery services operating within city limits. The following three
businesses were identified and authorized to temporarily deliver adult use cannabis under the ordinance:
a. Dubs Green Garden 1124 Black Oak Drive
b. Aquamarine 1124 Black Oak Drive
c. Kinfolk Holistics 2805 Black Oak Drive
18. As part of Ordinance 1126, a one-year sunset provision was included allowing existing medical cannabis delivery businesses to temporarily provide adult use cannabis delivery services. This provision expired in 2023, and as a result, adult use cannabis delivery from locally based businesses is no longer permitted under current regulations.
19. In August 2024, the City Council directed staff to revisit the City’s cannabis regulations. Staff were asked to return at a future meeting to provide an update and discuss the current state of cannabis policy, potentially leading to further revisions or clarifications of Chapter 21.33.
20. On October 1, 2024, the City Council adopted Ordinance 1144, a comprehensive amendment to the Zoning Ordinance, which renumbered Chapter 21.33 to Chapter 21.60, but made no substantive changes to cannabis regulations.
21. On August 19, 2025, staff brought a Cannabis Regulations Policy Review to the City Council. On a vote of 4-1, the City Council directed staff to bring an ordinance to allow existing medical cannabis delivery business to deliver adult-use cannabis and to direct staff to return with a framework and community outreach plan in furtherance of potentially authorizing cannabis retail storefronts within the City.
22. On February 10, 2026, the Planning Commission adopted Resolution PC 26-005 to recommend the City Council adopt an ordinance to amend Paso Robles Municipal Code Chapter 21.60 including a. Updating and expanding definitions for consistency with state law, b. Clarifying and consolidating regulations for non-storefront (delivery-only) retail serving both medicinal and adult-use customers,
c. Extending the 600-foot separation requirement to include public parks and City-owned parks,
d. Limiting signage for cannabis businesses, and
e. Strengthening operational and enforcement provisions.
23. The Planning Commission also recommended the City Council allow more than three non-storefront adult-use cannabis retail businesses.
24. The more comprehensive cannabis framework requested by the City Council will be developed by staff separately from this proposed amendment to allow non-storefront retail for both medicinal and adult-use cannabis, and will include additional public outreach.
Community Outreach
The City Council first considered whether to allow non-storefront adult-use cannabis retail in 2022. The City held at least seven public meetings and hearings where the topic was discussed, and conducted a community survey in that year. At least one meeting was held in 2024. In August of 2025, staff presented a Cannabis Regulations Policy Review to City Council. On February 10, 2026, the Planning Commission held a public hearing to consider a recommendation to the City Council regarding an ordinance to amend Paso Robles Municipal Code Chapter 21.60 (Cannabis) to allow the operation of non-storefront cannabis retail establishments serving both medicinal and adult-use customers.
Options
1. Take no action;
2. Direct staff to return at a subsequent regular City Council meeting with the following actions for Council consideration:
a) A resolution repealing Resolution 22-144, thereby removing the current limitation on the number of permitted adult-use cannabis non-storefront retailers and eliminating the designation of specifically named operators;
b) Amendments to Chapter 21.60 of the Municipal Code to remove the existing cap on the number of permitted non-storefront cannabis businesses within the City; c) Amendments to Title 5, Permits and Regulations, establishing a requirement that all businesses operating within the City obtain and maintain a Cannabis Regulatory Permit; and d) Amendments requiring existing holders of a Conditional Use Permit holders authorized for medical cannabis delivery, who also intend to conduct adult-use cannabis delivery operations, to apply for and obtain an amendment to their existing Conditional Use Permit.
3. Provide alternative direction to staff.
Analysis and Conclusions
Since 2022, and most recently reaffirmed in August 2025, the City Council has directed staff to develop a process allowing existing medical cannabis non-storefront retailers (delivery-only operations) to expand their operations to include adult-use cannabis delivery within the City. City Council further directed staff to advance this effort independently and prior to undertaking a broader comprehensive review of the City’s cannabis regulations, including potential policies related to retail cannabis storefronts (dispensaries). This item is to discuss potential changes to the City policies, rules and regulations pertaining to cannabis delivery services only. A discussion regarding storefronts is anticipated to return the City Council later this year.
California cities have zoning authority over the type and quantity of cannabis business with a physical premises located within their jurisdictional limits. However, since 2019, the state of California has required cities to allow delivery of cannabis, both medicinal and adult-use, from outside their jurisdiction. So, while the City does not allow adult-use cannabis delivery offices to be located within the City, these deliveries do occur from business originating outside Paso Robles. The amendment would “level the playing field” so businesses located in Paso Robles are not at a disadvantage by not being allowed to deliver the same category of cannabis as those coming in from other surrounding jurisdictions.
On August 19, 2025, staff brought a Cannabis Regulations Policy Review to the City Council. On a vote of 4-1, the City Council directed staff to bring an ordinance to allow existing medical cannabis delivery business to deliver adult-use cannabis. There was additional direction to direct staff to return with a framework and community outreach plan in furtherance of potentially authorizing cannabis retail storefronts within the City. The storefront discussion is subject to a later discussion that is separate from this discussion.
In February 2026, the Planning Commission reviewed a draft ordinance to accomplish this change and recommended that the City Council adopt an ordinance to allow medicinal and adult-use cannabis delivery offices in the C-3 and RSC zoning districts (see map, Attachment 1), subject to approval of a Conditional Use Permit (Resolution PC 26-005). The Planning Commission also recommended updates to the City ordinance to provide the Police Department with additional authority to enter, inspect, and enforce local cannabis regulations related to cannabis businesses and delivery operations.
In preparation for advancing the draft ordinance to City Council, staff identified several outstanding issues that are not directly addressed by the proposed zoning amendment. The purpose of this report is to receive direction from City Council on four issues of cannabis governance needed concurrently with the proposed zoning amendment.
Issue #1 - The Naming of Businesses Allowed to Operate
In 2022, the City Council adopted Resolution 22-144 to temporarily allow three named businesses (i.e., Dub’s Green Garden, Aquamarine Green, and Kinfolk Holistics) to deliver adult-use cannabis for a period of one year. The temporary period ended October 18, 2023. In the past, Council has expressed a desire to allow existing cannabis delivery operators to deliver adult-use cannabis as well as the medicinal cannabis they are permitted to deliver today.
Based on cannabis tax remittances and other information gathered by Community Development and Police Department staff, of the three businesses temporarily authorized to delivery adult-use cannabis in 2022, only Dub’s Green Garden is actively operating in Paso Robles.
Table 1. Status of Cannabis Businesses Named in Resolution 22-144 Business Location CUP Status
Dub’s Green Garden 1124 Black Oak CUP19-06 (and amendment AMD21-02) Active Aquamarine Green 1124 Black Oak CUP19-06 (and amendment AMD21-02) Inactive Kinfolk Holistics 2805 Black Oak CUP21-26 Inactive
Staff recommends repealing Resolution 22-144, thereby removing the current limitation on the number of permitted adult-use cannabis non-storefront retailers and eliminating the designation of specifically named operators.
Issue #2 - Limitation on the Number of Retailers
In addition to recommending the Council adopt an ordinance to allow adult-use cannabis non-storefront retailers, the Planning Commission recommended the Council allow more than three such businesses as was included in the draft ordinance. The Planning Commission questioned the benefit of limiting delivery offices.
Restricting the number of non-storefront retail businesses has created artificial competition for a small number of permits despite limited demand for such permits. Statewide, it is estimated 25% of cannabis sales are conducted via delivery (e.g., Flowhub.com), with the balance of sales occurring in retail storefronts (e.g., dispensaries). According to HdL, businesses with both a dispensary and delivery component, only around 10% of their sales are made by delivery.
Throughout San Luis Obispo County, municipalities have varying regulations for cannabis delivery offices as summarized in Table 2 below. Of note, municipalities with no cap on the number of delivery offices permitted do not have an overconcentration of these businesses. The City of Atascadero has allowed nonstorefront retail facilities since 2021 and does not have a single delivery office located there.
Limiting the number of permits available for adult-use non-storefront retail businesses will require the City to create a process to distribute permits. Currently, there is little evidence to expect a significant number of new delivery businesses entering the market in Paso Robles. Allowing new applicants to establish businesses in Paso Robles will create more competition to allow the market to dictate the appropriate number of cannabis delivery offices in the community.
Whether or not cannabis delivery offices are located within City limits, cannabis deliveries are permitted by State law. Existing cannabis delivery offices have not been a source of crime, nor have they been a nuisance to neighboring properties.
In summary, a decision to not establish a cap on cannabis delivery licenses would promote fair market competition, encourage economic opportunity, and avoid creating artificial barriers to entry for qualified operators.
The draft ordinance considered by the Planning Commission includes a restriction so that no more than three delivery offices located in the city can deliver adult-use cannabis. The Planning Commission recommended the Council consider allowing more than three businesses, but did recommend an actual limit. Staff recommends no limit be placed on the number of delivery offices permitted in the City.
Table 2. Adult-Use Cannabis Delivery Offices by Local Jurisdiction Jurisdiction
Allowed
Use
Quantity
Allowed
Quantity
Issued
CUP
Required?
Regulatory
Permit
Required? Notes
Arroyo
Grande
No 0 0 N/A N/A
Atascadero Yes No cap 0 Yes No
Grover
Beach
Yes 4 4 Yes Yes Required to operate out of a
dispensary, of which there are 4
Morro Bay Yes No cap 0 No Yes
Pismo Beach No 0 0 N/A N/A
City of SLO Yes No cap 1 Yes Yes 1 dispensary has permission to deliver. Standalone delivery
office requires a minor use
permit.
SLO County Yes No cap 7 Yes No - annual
review is
required
Businesses are located in
Oceano, Nipomo,
unincorporated Arroyo
Grande, and two businesses
are located in inland north
county.
Issue #3 - Cannabis Regulatory Permit
Currently, the local approvals required to establish a medical cannabis non-storefront retail in Paso Robles are a Conditional Use Permit (reviewed by the Planning Commission) and a business license (reviewed by staff).
A Conditional Use Permit is a land-use entitlement with no expiration date, that runs with the land (i.e., is not necessarily associated with a particular individual or business entity). If a property is sold or a new tenant moves onto a site with an existing CUP, they can operate the conditionally allowed business as long as they abide by the adopted conditions of approval. The purpose of a Conditional Use Permit is to allow uses that are “consistent with the purposes of the zoning district where they are proposed but require special consideration to ensure that they can be designed, located, and operated in a manner that will not interfere with the use and enjoyment of surrounding properties” (PRMC 21.19.010). Conditional Use Permits typically address land use concerns such as parking, landscaping, lighting, signage, and building design. Revocation of a Conditional Use Permit is costly and time consuming, requiring a public hearing and specific findings.
A Business License is also referred to as a Business License Tax Certificate, is a ministerial “document issued as evidence of payment of a business license tax” to the City (PRMC 3.28.010). While business licenses must be renewed every year, they do not authorize or otherwise regulate how a business is operated.
Neither a Conditional Use Permit nor a Business License is an appropriate mechanism for regulating dayto-day cannabis business operations. The City needs to have a tool available to carefully regulate the following parts of any cannabis business:
Safety protocols
Employee background checks
Business practices
Financial audits
Unlimited property inspection rights
To addressthis gap, staff is recommending the Council adopt an ordinance to require all cannabis business located in Paso Roble to be approved for a Cannabis Regulatory Permit. The regulatory permit would be granted to a particular individual or business entity (i.e., would not be transferable to another party) and would have to be renewed on an annual basis, giving the City a regular opportunity to monitor and ensure the business is in compliance with all rules and requirements. A regulatory permit could be more easily revoked than a Conditional Use Permit.
Staff recommends amendments to Title 5, Permits and Regulations, be made to establish a requirement that all businesses operating withing the City obtain and maintain a Cannabis Regulatory Permit Issue 4 - Conditional Use Permit Amendment for Existing CUP Holders To date, the Planning Commission has issued two Conditional Use Permits for medical cannabis nonstorefront retail as shown in Table 1 above. Each Conditional Use Permit restricts the applicant to the delivery of medical cannabis only. Neither CUP requires the applicant to receive a Cannabis Regulatory Permit.
As drafted, the zoning ordinance amendment recommended by the Planning Commission will require approval of a Conditional Use Permit to establish any new non-storefront retailer (on a site without a Conditional Use Permit). What has not been determined is the process for converting the existing medical cannabis delivery offices into businesses also permitted to deliver adult-use cannabis.
In 2022, when the City Council temporarily allowed medical cannabis non-storefront retailers to also deliver adult-use cannabis, existing businesses were granted approval (via Resolution 22-144) without amendment to their existing Conditional Use Permits. As the City Council considers whether to permanently allow adult-use cannabis non-storefront retail, staff recommends each medical cannabis CUP holder that wants to also deliver adult-use cannabis be required to amend their Conditional Use Permit. This would allow the Planning Commission to amend the conditions of approval to include adultuse cannabis deliveries and to require each individual or business entity to apply for a Cannabis Regulatory Permit.
Fiscal Impact There is no fiscal impact from receiving and filing this report. The study session itself will not have a fiscal impact on the City.
The sale of cannabis is subject to the Cannabis Business Tax as listed in PRMC Chapter 3.22. While all cannabis sales occurring in Paso Robles are subject to the tax, deliveries originating outside City limits are more challenging to track and enforce. Allowing adult-use cannabis deliveries to originate from within Paso Robles city limits would likely improve enforcement and tax compliance, resulting in a positive fiscal impact to the City.
Additionally, staff has worked with its cannabis consultant, HDL, to notify all cannabis delivery operators originating outside of the city of their requirements to obtain a City business license and pay City cannabis tax. However, because of the all-cash nature of the business and the transitory nature of many operators, it can be difficult to ensure 100 percent compliance. Staff will continue to pursue compliance where feasible and reasonable to do so.
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
Direct staff to return at a subsequent regular City Council meeting with the following actions for Council consideration:
A. A resolution repealing Resolution 22-144, thereby removing the current limitation on the number of permitted adult-use cannabis non-storefront retailers and eliminating the designation of specifically named operators;
B. Amendments to Chapter 21.60 of the Municipal Code to remove the existing cap on the number of permitted non-storefront cannabis businesses within the City; C. Amendments to Title 5, Permits and Regulations, establishing a requirement that all businesses operating withing the City obtain and maintain a Cannabis Regulatory Permit; and D. Amendments requiring existing holders of a Conditional Use Permit holders authorized for medical cannabis delivery, who also intend to conduct adult-use cannabis delivery operations, to apply for and obtain an amendment to their existing Conditional Use Permit.
Attachments
1. Map of the C-3 and RSC Zoning Districts