POLICE DEPARTMENT
Goal Initiative Start Date Target
Completion
2. Public Safety 2.5 Enhance data driven
decision making and
workload analysis
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Department Financial Overview
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund 12,557,707 13,571,890 14,174,366 13,348,800 13,896,300 Supplemental Sales Tax 2,040,544 3,576,003 4,391,841 8,389,900 8,743,100 Downtown Parking Fund 514,477 14,119 - - -
SLESF - 204,341 - - -
Total Funding Sources 15,112,728 17,366,353 18,566,207 21,738,700 22,639,400 Expenditures
Personnel Services 13,079,282 15,063,743 16,404,461 19,381,300 20,342,600 Operating Expenses 1,967,536 2,002,076 2,050,254 2,357,400 2,296,800 Capital Outlay 65,910 300,534 111,492 - -
Total 15,112,728 17,366,353 18,566,207 21,738,700 22,639,400
0.0 5.0
10.0 15.0
20.0 25.0
23-24 24-25 25-26 26-27 27-28
MILLIONS
PD Budget by Category
Personnel Operating Capital Outlay
25%
PD BUDGET AS % OF
TOTAL GENERAL FUND
BUDGET
DRAFT 89 Attachment 1
Annual Report
PASO ROBLES POLICE DEPARTMENT
2025
DRAFT 90 Attachment 1
Trust and
professionalism
remain at the core
of our identity.
Serve.
Protect.
Connect.
OUR PROMISE
At the Paso Robles Police
Department, our commitment
goes beyond responding to
calls — it is about building
relationships, investing in our
people, and serving our
community with integrity. This
year reflects our continued
focus on readiness, leadership,
and partnership to ensure
Paso Robles remains a safe
and thriving place to live,
work, and raise a family.
CHIEF DAMIAN NORD
“
DRAFT 91 Attachment 1
THIS YEAR WAS DEFINED BY PARTNERSHIP.
Every initiative we advanced—whether operational,
cultural, or strategic—was driven by one clear objective:
creating and maintaining the safest community
possible through strong external relationships and
meaningful engagement. Public safety is not achieved
by the police department alone. It is built in
collaboration with residents, schools, businesses, faith groups, and community organizations who all share
responsibility for the well-being of Paso Robles.
Culturally, we have strengthened our internal
leadership model to ensure our team reflects
professionalism, approachability, and service-minded
policing. Operationally, we have invested in tools and
technology that enhance response times and
situational awareness, but always with the
understanding that these tools exist to better serve
people. We continued to prioritize recruitment and
staffing so that we remain visible, responsive, and
connected in our neighborhoods. At the same time,
our officers have remained engaged in schools, youth
programs, community meetings, and local events—
reinforcing that trust is built through presence and
relationships, not just enforcement.
Trust and professionalism remain at the core of our
identity. We have continued to prioritize training and
internal accountability systems to ensure we meet the
highest standards. We have also deepened
collaboration with regional law enforcement partners,
city leadership, and community stakeholders to ensure
our strategic goals align with the needs of those we
serve. Professionalism and accountability remain
central to that effort, supported by training,
mentorship, and clear performance standards. Our
people understand that how we serve matters just as
much as the outcomes we achieve.
Looking ahead, what matters most is sustaining and
strengthening these partnerships. Our future success
depends on continuing to invest in our people while
remaining closely connected to the community’s
priorities. Safety is not a static achievement—it is a
shared, ongoing commitment. We remain dedicated to
working alongside our community to ensure Paso
Robles remains a safe, vibrant, and thriving place to
live, work, and raise a family.
Chief
Nord
MESSAGE FROM
Our future success
depends on continuing
to invest in our people
while remaining
closely connected to
the community’s
priorities.
“
4 DRAFT 92 Attachment 1
CHIEF OF POLICE
Damian Nord
DEPUTY CHIEF
Caleb Davis
SUPPORT SERVICES
MANAGER
Kate McKinley
INVESTIGATIONS
COMMANDER
Rick Lehr
OPERATIONS
COMMANDER
Steve Boyett
SET SGT
Jeremy Petlachi
ADMIN SERGEANT
Josh Hermanson
INVESTIGATIONS/CAT SGT
Smokey Rickerd
PATROL SGT
Reid Goeckner
PATROL SGT
Chris Hart
PATROL SGT
Joe Gonzales
PATROL SGT
Tyler Pierce
SPECIAL ASSIGN. SGT
Joe Leonard
Command
Staff
PASO ROBLES
POLICE DEPARTMENT
5 DRAFT 93 Attachment 1
The Paso Robles Police Department is a full-service law enforcement agency committed to protecting and serving our community with professionalism, integrity, and accountability.
We are more than a department that responds to calls for service — we are a team of dedicated public servants invested in the safety, well-being, and future of Paso Robles.
Our officers and professional staff work across patrol, investigations, school resource services, community
engagement, and specialized assignments to ensure a
comprehensive approach to public safety. We prioritize
proactive policing, strong partnerships with local schools and businesses, and collaboration with community organizations to address concerns before they become larger problems.
PRPD is also committed to continuous improvement. We
invest heavily in training, leadership development, and modern technology to ensure our team is prepared to meet evolving public safety challenges. Our culture emphasizes mentorship, accountability, and professional growth — because a strong internal team leads to better service for the community.
To develop exceptional employees
who serve with integrity, protect with
professionalism, and partner with our
community to build a safe and
thriving Paso Robles.
Beyond
the Badge
OUR MISSION
WHO WE ARE
6 DRAFT 94 Attachment 1
P PROUD
Be proud of who you are.
Be proud to be a law enforcement officer.
Be proud to work for PRPD.
Be proud of the community we serve.
Held accountable for our actions. On and off
duty. Held to a higher standard.
Accountable to each other, to the department,
and to the community.
Be accountable to the direction of PRPD.
A ACCOUNTABLE
Handle every interaction as if it were a
family member.
Be part of the PRPD Team.
Do something everyday for someone else.
S SERVICE
Do not accept mediocrity.
To be the best law enforcement agency in San
Luis Obispo County.
Strive for personal growth. Be the best YOU. Be
the best husband, wife, mother, father and you’ll
be the best employee.
O OUTSTANDING
OUR VISION
Be PASO
7 DRAFT 95 Attachment 1
2025
A YEAR IN REVIEW
PRPD proudly represented San
Luis Obispo County as the region’s
only team in the grueling 120-mile
Baker-to-Vegas relay, highlighting
endurance, teamwork, and
camaraderie among law
enforcement worldwide.
February
Detective Elizabeth Place was recently recognized by the Detective Bureau for her dedication during her three-year tenure. She has handled more than 100 cases and authored over 80 search warrants, with notable work in sex crimes investigations. Detective Place has also helped reduce Internet Crimes Against Children (ICAC) case backlogs, demonstrating her commitment to protecting vulnerable members of the
community.
March
Corporal Joseph Gonzales (now Sergeant) initiated a narcotics sales investigation after recognizing the potential in what initially appeared to be routine information. His proactive approach turned a simple lead into a successful case, resulting in the arrest of two suspects and the seizure of approximately
3.5 ounces of methamphetamine, about 2 ounces of fentanyl, more than $2,000 in cash, and stolen tools and property.
Corporal Gonzales also used the investigation as an
opportunity to mentor other officers on developing strong narcotics cases.
April
Officer Michael Ortiz deployed overseas and will be serving for the next year. We thank him for his service and wish him a safe deployment. He recently returned to the United States and is scheduled to return May 1.
Officer Kody Stewart responded to a suspicious circumstances call involving individuals entering and leaving a hotel room.
Although the situation initially appeared minor, he continued 2025 saw so many memorable
moments within the Paso
Robles Police Department.
FIRST BAKER TO VEGAS
CHALLENGE CUP RELAY
OFFICE SPACES
GET A FACELIFT
INTENTIONAL
LEADERSHIP
January
Officer Jeffrey Snyder completed the Firearms Instructor Course and is now serving as the department’s new
Rangemaster, strengthening our firearms training program and helping ensure our officers maintain the highest
standards of proficiency and safety.
Supervisors participated in
department-led leadership
workshops, reading and discussing
leadership books while developing
practical skills to strengthen
leadership and reinforce a positive,
mission-driven culture.
Modern workstations were installed
in the report writing room, watch
commander’s office, and detective
bureau, improving space use,
functionality, and supporting the
department’s growth and evolving
operational needs.
8 DRAFT 96 Attachment 1
June
Officer Alex Hascall responded to a reported
structure fire at the Dry Creek Apartments.
During the investigation, he discovered the fire
had been intentionally set by a suspect, who
attempted to ignite his girlfriend’s apartment.
Officer Hascall worked closely with Paso
Robles Fire personnel to conduct a thorough
arson investigation that ultimately led to the
suspect turning himself in and admitting key
elements of the crime.
July
Officer Colton Anderson demonstrated
exceptional investigative work in a stolen
vehicle case. After taking the initial report, he
later located the vehicle using License Plate
Reader (LPR) technology. His investigation
led to the arrest of both the driver and
passenger and expanded into a larger fraud
investigation, resulting in additional
charges being filed.
August
During a traffic stop involving a red Chevrolet
truck with multiple mechanical violations and
severely expired registration, Officer Jose
DiazVasquez went beyond issuing a citation. After
obtaining consent to search the vehicle, he
discovered a loaded Glock handgun and spare
magazines. The driver was arrested, and further
investigation revealed the suspect had previously
been suspected of brandishing the firearm.
September
We proudly recognize the exceptional work of our
Special Enforcement Team and K9 Officer Stephen
Lugo with his partner, K9 Griff, for a record-setting
seizure of 99 pounds of methamphetamine,
including two kilograms of suspected cocaine—the
largest drug seizure in our department’s history.
Working with a South Monterey County task force
team, officers conducted a traffic stop that
removed nearly 100 pounds of narcotics intended
for distribution in our community. K9 Griff’s alert
was instrumental in locating the concealed drugs.
October
In 2023, Detective Brenden Neary investigated
a complex case involving the continued sexual
assault of two victims. The case went to trial
this year and resulted in a conviction. This
month the suspect was sentenced to 20 years
plus 115 years to life in prison, bringing justice
to the victims and their families.
November
Officer Michael Reynoso responded to a
burglary report in which a suspect entered a
residence through a window. Although the
suspect denied entering the home, Officer
Reynoso located a shoe print inside the
residence that matched the suspect’s shoes
and obtained fresh fingerprints from the
window used to gain entry. The evidence led
to the suspect’s arrest and booking into San
Luis Obispo County Jail on felony charges.
December
This December we also welcomed K9 Ikon, who
joined the team with Officer Bryce Gingery as
his handler.
May
In a grand theft case, Officer Hemingway went
above and beyond by identifying the suspects,
recovering the stolen property, and obtaining
full confessions. His work led to charges being
filed and the victims later posted a public
message thanking him for his dedication and
exceptional service.
investigating and spent over an hour
interviewing the female occupant, ultimately
obtaining admissions that she was engaged
in prostitution. He identified and located a
nearby male linked to her as a pimp and
made the arrest. Though not the primary
officer assigned to the call, Officer Stewart
stepped up to lead the investigation and
conducted a thorough case.
9 DRAFT 97 Attachment 1
Core
Operations
Patrol operations are the core of any police department, serving as the primary response to community needs. In Paso Robles, strong community support allows us to go further by providing specially trained officers who can effectively respond to the wide variety of situations our officers encounter each day.
PASO ROBLES POLICE DEPARTMENT
DRAFT 98 Attachment 1
Patrol Operations
Investigations
Patrol is the heartbeat of our department and the
foundation of public safety in the City of Paso Robles.
Patrol officers are the first responders when you call for help. Whether responding to an emergency, a traffic
collision, or a request for assistance, they arrive first and take immediate action.
Our Patrol Division operates across four shifts, each staffed by five officers, a corporal, and a sergeant to ensure
consistent supervision and coverage around the clock.
On any given day, patrol officers respond to calls for
service, conduct investigations, gather evidence, interview witnesses, and prepare reports. They handle incidents
ranging from minor disputes to serious crimes. Cases
requiring more extensive follow-up are forwarded to the Detective Bureau for continued investigation.
Patrol officers also help shape the future of the
department. Experienced officers serve as Field Training Officers, mentoring newly graduated academy recruits
during a four-month Field Training Program to ensure
they meet the high standards our community expects.
No two shifts are the same. In a single day, an officer may assist a stranded motorist, investigate a theft, respond to a medical emergency, or support another agency.
Through a visible presence and community engagement
—including events like Coffee with a Cop, Santa’s Sleigh, and Junior Giants—patrol officers help strengthen
relationships and promote safety throughout Paso Robles.
When a case grows beyond the initial
response, the Detective Bureau takes the lead.
While patrol officers respond to incidents as they
happen, detectives carry investigations forward—
building cases, identifying patterns, and
supporting victims long after the first report is
taken. Their work is deliberate and methodical,
often unfolding over weeks or months as
evidence is gathered and the full story emerges.
Some investigations begin with a single call for
service. Others develop through digital evidence,
financial records, or coordinated criminal activity
that reaches far beyond city limits. Each requires
precision, persistence, and specialized expertise.
Within the bureau, investigators focus on a range
of public safety challenges—from major crimes
and digital evidence analysis to vulnerable
persons investigations and coordinated
enforcement efforts.
Though their work often happens behind the
scenes, detectives play a critical role in ensuring
cases are not only responded to, but fully
investigated and resolved.
11 DRAFT 99 Attachment 1
School Resource Officer
INVESTING IN THE NEXT GENERATION
There is something powerful about choosing to place a
police officer inside a school.
It communicates value.
The School Resource Officer, or SRO, is a specialty
assignment within Paso Robles PD dedicated entirely to
serving students, staff, and families on campus. It is not about waiting for something to go wrong. It is about
presence, prevention, and relationship long before a crisis ever unfolds.
“A lot of what we do is just being there consistently,” Officer Alex Ellis told me. “If students see you every day, they’re more likely to come talk to you before something becomes a bigger issue.”
Her mornings begin at school drop-off. She greets
students, reads body language, notices who seems off.
Throughout the day she moves between classrooms,
administrative offices, and campus walkways. She
mediates conflict. She answers questions. She checks in on students who may be struggling quietly.
Much of the impact is found in moments that never make
a report.
Alex shared about a student who lingered after
class one afternoon. He hesitated, then said, “I don’t
really know who else to ask.”
He was not in trouble. He was overwhelmed. Family
stress. Academic pressure. The kind of weight
teenagers often carry silently.
“So we talked,” Alex said. “Sometimes they just need
someone steady.”
She connected him with a counselor and followed
up days later. That conversation may never appear
in statistics, but it matters deeply to that student
and his family.
The SRO role is built on accessibility. Students begin
to see the badge not as distant authority, but as
someone they know by name. When serious
situations arise, trust has already been built.
Placing an officer on campus is a declaration by the
department and the city: our kids matter. Their
safety matters. Their well-being matters. Their
families matter.
In a time when school safety is often defined by
worst-case scenarios, Paso Robles has chosen a
relational model. An officer who walks campus
daily. Who invests in mentorship. Who works
alongside principals and teachers to intervene early.
“In this role, you’re investing in the future,” Alex said.
SCAN THE QR TO WATCH OFFICER ELLIS’S BEHIND THE BADGE STORY.
Watch it, and you will see what the School Resource Officer role really looks like in Paso Robles: daily presence, earned trust, and the kind of investment in students that strengthens families and shapes the next generation.
In this role, you’re
investing in the future.
An interview with Officer Alex Ellis
By Cameron Ingalls of Acacia Productions
“
SPECIALIZED UNITS
12 DRAFT 100 Attachment 1
Evidence
Crime Analysis
Records
K9
The Evidence Room, managed by Community Service Officer, Evidence Technician, and Crime Scene Investigator Alissa Reina, safeguards all property held by the PRPD, including seized items, found property, and evidence connected to investigations. In addition to overseeing the secure storage and management of evidence, Alissa also responds to crime scenes to document and collect physical evidence critical to ongoing investigations. Items such as firearms, narcotics, biological samples, digital devices, documents, and currency are carefully documented, processed, and stored under controlled conditions. Each item is logged and tracked in the department’s Records Management System to ensure accuracy and maintain a strict chain of custody.
The Crime Analysis program supports the Paso Robles Police Department by providing data-driven intelligence that helps guide investigations and proactive policing. Crime analysis identifies patterns, trends, and series activity, producing tools such as crime maps, timelines, and analytical reports that assist officers and detectives in solving cases. The program also helps ensure data quality within the Records Management System and
supports strategic decision-making by providing timely
intelligence to patrol, command staff, and specialized units.
The Records Division serves as the operational backbone of the Paso Robles Police Department, managing the documentation that supports every investigation and public safety response.
Records technicians process reports, citations, and collision records while maintaining strict confidentiality and compliance with state and federal requirements. The team also assists the public at the front counter, conducts records research for partner agencies, provides Live Scan fingerprinting services, and prepares discovery materials for the District Attorney. Through accuracy and efficiency, Records ensures critical information flows where it is needed.
The Paso Robles Police Department K9 Program has supported patrol operations and community safety since 1983. Today, two canine teams—Officer Gingery with K9 Ikon and Officer Lugo with K9 Griff—assist officers across a range of calls for service. These teams train nearly 600 hours each year with their K9 partners, maintaining proficiency in narcotics detection, tracking, and suspect apprehension. Their work helps locate hidden contraband, track missing or fleeing individuals, and provide support during high-risk incidents. The K9 unit remains a valuable asset in keeping Paso Robles safe. 13
DRAFT 101 Attachment 1
Community Action Team
COMPASSION WITH BOUNDARIES
Most residents see the riverbed. They see encampments in the creek, activity in City Park, or individuals struggling in public spaces. What they do not always see is the specialty assignment working quietly in the background every day to address it. While patrol officers respond to calls as they arise, the Community Action Team focuses on the deeper patterns that keep many individuals cycling through crisis.
The Community Action Team, or CAT, is Paso Robles PD’s
dedicated outreach and problem-solving unit focused on
individuals experiencing homelessness, addiction, and
severe mental illness. Their mission is not simply
enforcement—it is intervention.
“The CAT Team was initially constructed to do outreach,” Maeghan told me. “Support for some of our unhoused
individuals, drug addicted individuals, et cetera. Policing primarily focuses solely on the crime. We are able to give a little bit more discretion and try to offer resources and mitigate the issue that person is experiencing that ends up causing the crime.”
That distinction matters.
Rather than arresting the same individual repeatedly for low-level offenses tied to addiction or mental health, CAT works to interrupt the cycle.
Sometimes that means offering transport to the
sobering center. Sometimes it means connecting
someone with behavioral health services. Other
times, when the severity of the crime demands it,
enforcement remains necessary.
“It’s case by case,” Maeghan explained. “Some
people are willing to engage. Some aren’t.”
Partnership is essential. CAT works alongside SLO
County psych tech Travis McGraw, whose
experience in behavioral health and the jail system
helps the team navigate services and identify
solutions that extend beyond a single contact in
the field.
The challenges are real. Resources are limited, and
many services are outpatient. “Trying to stay sober
when you’re still down in the riverbed is pretty
impossible,” Maeghan said honestly.
And yet, progress happens. Maeghan shared the
story of an individual she had worked with for
nearly twelve years. Through persistent outreach
and coordination with service providers, he
recently accepted help and is now housed.
“The success stories aren’t a lot,” she said, “but
when they come from a place where they were…
it’s a lot of hurdles.”
SCAN THE QR TO WATCH OFFICER SMALLWOOD’S BEHIND THE BADGE STORY.
Watch it, and you will see what the CAT Team really looks like in Paso Robles: steady presence, hard conversations, and the kind of intervention that protects both the individual and the community.
We are able to give a little
bit more discretion and
try to offer resources and
mitigate the issue. An interview with
Officer Maeghan Smallwood
By Cameron Ingalls of Acacia Productions
“
SPECIALIZED UNITS
14 DRAFT 102 Attachment 1
Dispatch
SWAT
The Paso Robles Police and Fire Dispatch Center serves as the city’s primary point of contact for both emergency (9-1-1), and non-emergency calls, and text-to-911. Each year, dispatchers manage between 80,000 and 90,000 calls, coordinating responses for police, fire, and other city services when needed.
Dispatchers are oftentimes the vital first point of contact for public safety and work in a high-stress, fast-paced environment. Dispatchers prioritize calls, gather critical information, and maintain communication with callers while directing field personnel as incidents unfold through two-way radios. Using advanced communications systems and computer-aided dispatch technology, they ensure timely and coordinated responses, and may often give pre-arrival instructions. Dispatchers maintain composure to provide reassurance while oftentimes managing multiple, conflicting incidents.
In addition, dispatch personnel maintain records within state and national databases, helping ensure accurate and reliable information for law enforcement and public safety partners. Dispatchers run queries through local, state, and national databases for information on vehicles, warrants, missing persons, firearms, property, restraining orders, and criminal histories.
The PRPD is part of the SLO County Regional SWAT Team. This team is often associated with high-risk situations, but its greatest strength lies in preparation, discipline, and restraint. Long before a team is deployed, extensive training and planning shape every response to ensure actions are deliberate, measured, and focused on preserving life.
Members are selected from experienced officers and train regularly in tactical coordination, crisis communication, medical response, and decision-making under stress. Scenario-based training prepares the team to adapt to unpredictable environments while emphasizing teamwork and thoughtful planning.
Although equipped for complex situations, SWAT operations often prioritize time, communication, and de-escalation. Many incidents are resolved without force, reflecting the team’s commitment to professionalism, accountability, and protecting both the community and those involved in critical incidents.
15 DRAFT 103 Attachment 1
Traffic Unit
KEEPING PASO ROBLES MOVING SAFELY
An interview with Officer Chris Hart
By Cameron Ingalls of Acacia Productions
When I caught up with Officer Chris Hart during our preproduction interview for his Specialty Assignment Video, he said something that immediately reframed “traffic” for me. “Traffic affects all of us,” he told me. “Your chances of being impacted by a DUI driver or a collision are way higher than most other crimes.”
That is the heartbeat of Paso Robles PD motor officers. Yes, the motorcycles are the visible part of the job. But the mission, Chris explained, is safety through visibility, education, and consistency.
A typical day starts before the shift even begins. Most motor officers have take-home bikes, so as soon as Chris hits the road, he is “ten-eight” and working his way into the city.
Mornings are all about traffic flow, especially around schools. “From about 7:30 to 11 is our highest traffic,” he said. That is when they are most present. They handle collisions, make stops, and, when needed, write citations that function as both consequence and education.
“If we write a lot of tickets, we see a lot less crashes,” Chris said. “It keeps people safe on the road, ends up saving people tens of thousands of dollars, and may even save lives.” Then comes the part most people never see: the
investigation process. Chris and his partner built
systems to ensure reports are consistent no
matter who writes them. That consistency matters
most when incidents turn serious, including
critical injuries and fatal collisions. When those
happen, the motor division often responds,
gathers every piece of evidence they can, and
preserves what cannot be recreated once the
scene is gone.
Chris was candid about one hard truth. Eyewitness
memory is unreliable. Video and physical evidence
often tell a different story than statements.
Sometimes that evidence changes outcomes for
families. He described a collision that initially
looked like a clear fault scenario, but damage
patterns suggested otherwise. The final report
supported a 50/50 conclusion, and the family later
called to say they felt truly seen because the
investigation was thorough.
A big takeaway for me was how much of this job is
precision and skill. Motor school, Chris said, is
among the hardest courses in law enforcement.
The standard is unforgiving. “You touch a cone, it’s
a fail,” he said. The intensity builds riders who can
scan for hazards, manage violations, and stay safe
in high-risk environments.
Talking to Chris helped me understand that traffic
enforcement is not about punishment. It is about
preventing the moment you never want to get a
call about.
SCAN THE QR TO WATCH OFFICER HART’S BEHIND THE BADGE STORY.
You’ll see what traffic enforcement really looks like in Paso Robles: proactive patrols, careful attention to safety, and the daily work of protecting drivers, pedestrians, and families on our roads.
Our ultimate goal is to
write zero tickets.
“
SPECIALIZED UNITS
16 DRAFT 104 Attachment 1
Facilities
The PRPD continues to invest in improvements to its public safety facility, already recognized as one of the most advanced in the county. Recent upgrades include modernized office spaces, enhancements to the department gym, and the installation of additional lockers for officers.
Construction is currently underway on a new training tower and training building, expected to be completed later this year. The project will add a dedicated mat room to support our Brazilian
Jiu-Jitsu defensive tactics training, report-writing stations, and expanded locker facilities to support officer training and daily operations.
The department is also exploring the development of a substation on the east side of town to help reduce response times and improve service to that growing area of the community.
Fleet
22 Patrol Vehicles
2 Motorcycles
8 Detective Vehicles
VEHICLES
4 CSO Vehicles
1 UTV
2 Quads
The Paso Robles Police Department fleet supports daily operations, officer safety, and community policing across the city. Patrol vehicles provide primary response coverage and visible presence, while motorcycles enhance traffic enforcement and mobility during special events. Detective vehicles support investigative work and regional coordination, and CSO vehicles assist with non-emergency calls and community service. Specialized vehicles—including a UTV and quads— allow officers to patrol the riverbed, trails, and open spaces during events and emergency operations.
Special Enforcement Team
Some criminal activity is visible. Some follows patterns. Some hides in plain sight. The Special Enforcement Team (SET) exists to identify and disrupt it before it grows.
Comprised of two detectives and a Detective Sergeant, SET functions as a specialized enforcement and intelligence unit within the Investigations Bureau. The team focuses on street-level crime, gang-related activity, and drug violations through proactive investigations and targeted enforcement.
SET combines visibility with discretion. Members conduct proactive patrols, surveillance, and plainclothes operations while gathering intelligence that supports broader investigations.
Their work often leads to significant outcomes. In a recent case, SET detectives served a search warrant on a storage unit linked to a known felon, recovering a handgun with a tampered serial number and a substantial amount of fentanyl. The investigation expanded to a nearby residence where surveillance led to the arrest of two suspects for drug sales and the seizure of additional fentanyl.
By focusing on repeat offenders and emerging crime trends, SET helps disrupt criminal networks, reduce calls for service, and strengthen safety throughout the Paso Robles community—while ensuring vulnerable residents, including children found in unsafe environments, have the chance for a safer future.
DRAFT 105 Attachment 1
Training
TRAINING THAT SHAPES THE CULTURE
When you talk with Matthew Worley about training at the PRPD, you quickly realize it is not about checking boxes or meeting minimum mandates. It is about building people.
Matt returned to Paso Robles after a 24-year law
enforcement career, including 20 years serving this
community. As a former Field Training Officer who
personally trained 52 officers, he understands how
formative those early years can be. Today, as Training
Coordinator, his focus is simple: develop officers beyond the minimum and help them grow into the roles they are
meant to fill within the department.
California sets mandatory POST training requirements.
Many agencies meet those standards. Paso Robles goes
further.
Jiu-jitsu training, for example, is not a course taken every few years. Officers train four hours each month, and the department supports gym memberships. Firearms
training occurs every other month and includes night
shoots and varied weapon systems. Defensive tactics,
driving, communications, and scenario-based exercises
are reinforced regularly.
Why? Because repetition builds confidence. Confidence
leads to better decisions. And better decisions lead to safer outcomes for both officers and the community.
SCAN THE QR TO WATCH MATT WORLEY’S BEHIND THE BADGE STORY.
You’ll see how training shapes the Paso Robles Police Department: preparing officers with the skills, judgment, and confidence needed to serve the community safely and effectively every day.
Matt shared the story of an officer—a second-degree
black belt in jiu-jitsu—who safely controlled a
mentally unstable individual running into traffic.
Instead of escalating into a fight, the situation was
brought under control without serious injury or
unnecessary force. It was a clear example of how
consistent training can lead to calm, measured
responses in unpredictable moments.
Beyond tactical skills, the department also invests in
structured career development. Matt created a
training matrix that maps out the first four years of
an officer’s development and beyond. Courses in DUI
investigation, drug recognition, radar and LIDAR,
drone operations, motor school, and investigative
work provide clear pathways for growth.
Just as important, officers are asked what interests them. “If they want to focus on DUIs, we develop them
there. If they want to become a drone pilot, we send
them that way,” Matt explained. “It’s personalized.”
Training also supports wellness and team cohesion.
Many shifts begin with officers working out together
before duty, reinforcing physical fitness,
camaraderie, and mental resilience.
In Paso Robles, training is not a side program. It is
part of the culture—an ongoing investment in
people that ultimately strengthens the entire
community.
An interview with Training Coordinator
Matt Worley
By Cameron Ingalls of Acacia Productions
When you invest in your
people, they will invest
in the community.
“
SPECIALIZED UNITS
18 DRAFT 106 Attachment 1
DRAFT 107 Attachment 1
Recruitment Team
HOW ONE STORY HELPED REBUILD
A POLICE DEPARTMENT
Not long ago, the Paso Robles Police Department was
down 18 officers.
Hiring had become a revolving door. One or two recruits might join the department in a year, while another officer retired or moved on. The pipeline wasn’t just thin. It was barely moving.
Like many agencies across California, Paso Robles was
competing for qualified officers in an extremely tight
hiring market. Larger cities had bigger recruiting budgets and more name recognition.
But the challenge in Paso wasn’t quality. It was visibility.
Behind the badge, there was strong leadership, a tight
culture, modern training (state of the art equipment), and a community officers could be proud to serve. But the
right candidates weren’t seeing that story.
So the strategy wasn’t just to run ads. It was to tell the truth.
With the passage of Measure J-20, Paso Robles voters
approved additional local funding to support public safety services, including police staffing and recruitment. Those resources made it possible for the department to invest in a more intentional recruiting effort and reach qualified candidates beyond the Central Coast.
We built a recruitment film around real officers and real work. Early mornings. Training days. Conversations in the community. Pride in professionalism. It wasn’t flashy. It was grounded. The goal was simple: when the right officer watched it, they would think, I could belong there.
Then we put that story in front of the right audience.
Over the first three months of the campaign, the
results were strong: hundreds of thousands of
impressions, tens of thousands of clicks, and
thousands of meaningful video views. But as the
campaign continued, the scale became even clearer.
Since launch, the campaign has generated more
than 1,019,000 impressions and over 32,000
measurable results. The recruitment landing page
saw nearly 7,000 visits in a year, with 212 serious
“Let’s Talk” inquiries submitted.
SPECIALIZED UNITS
With the passage of
Measure J-20, those
resources made it possible
for the department to
invest in a more
intentional recruiting
effort and reach qualified
candidates beyond the
Central Coast.
By Cameron Ingalls of Acacia Productions
“
20 DRAFT 108 Attachment 1
For a department Paso’s size, those numbers matter.
Deputy Chief Caleb Davis put it plainly during a recent strategy meeting: “For our size agency, it’s unmatched.
It’s awesome.”
More importantly, it translated into real outcomes.
Interviews increased. Qualified interest rose. Today, the department is essentially fully staffed, adding close to 20 officers in a year.
And with that level of interest came something even
more important: choice.
Instead of hiring simply to fill open positions, the
department was able to hire based on merit, skill, and
cultural fit; selecting officers who reflect the values of the department and the community they serve.
That shift changes everything.
When positions are filled with the right people,
workloads stabilize. Burnout and turnover decrease.
Morale rises. Officers feel proud of where they work.
And when officers feel proud, that pride shows up in
how they serve.
Paso Robles is a special place, full of remarkable
people who care deeply about their community. The
police department reflects that same spirit;
professionalism, dedication, and pride in the place
they serve.
That success was made possible in part by the
community’s investment through Measure J-20,
which provided the resources for the department to
strengthen recruiting and bring the right officers to
Paso.
Going behind the badge revealed something simple
but powerful: the story being told wasn’t
manufactured. It was already true.
And when that truth was shared, the right officers
found their way to Paso; and made it home.
That’s something this community can take pride in.
Success of the 2024-2025
Recruitment Campaign
1,019,703 TOTAL IMPRESSIONS
Total times the recruitment video was seen
32,684 CLICKS
Total combined clicks on the digital ad
20,218 VIEWS
Total times a user viewed 50% or more of the video
157 HOURS
Total time the video was watched
CAMPAIGN RUN TIME: Aug 1 - Oct 31, 2024 and June 1 - Aug 31, 2025
DIGITAL MARKETING STATISTICS
497
Total recruit
applications
received
123
Total lateral
officer
applications
received
114
Total recruits
interviewed
19 Total lateral
officers
interviewed
25 Total recruits
hired
6 Total lateral
officers hired
RECRUITMENT OUTCOMES
SCAN THE QR
CODE TO WATCH
THE RECRUITMENT
VIDEO
21 DRAFT 109 Attachment 1
Community programs and events play an important
role in strengthening the relationship between the
Paso Robles Police Department and the people it
serves. Through education and outreach initiatives,
officers engage with residents of all ages to promote
safety and awareness. Partnerships with organizations
such as the California Mid-State Fair further expand
opportunities for connection. These efforts support a
relationship-driven approach to policing built on trust, visibility, and collaboration within the community.
Community
Programs &
Events
JUNIOR GIANTS
SHOP WITH A COP
COFFEE WITH A COP
SANTA’S SLEIGH
VINA ROBLES
AMPHITHEATER
BAKER TO VEGAS
POLICE MEMORIAL
OPEN HOUSE
DRAFT 110 Attachment 1
A Community Service Officer (CSO) is a non-sworn civilian member of the police department who supports sworn officers by handling non-enforcement duties, allowing officers to focus on calls requiring police authority. Typical responsibilities include report writing, minor investigations without suspect contact, traffic control at accidents and events, and enforcing parking or vehicle code violations. CSOs also assist with gathering information, collecting evidence, supporting witnesses, and managing scene logistics.
By responding to lower-priority or non-emergency calls, CSOs help keep patrol officers available for critical incidents while maintaining a visible and positive presence in the community. In Paso Robles, our CSOs are a valuable asset to the department, consistently serving the community with professionalism and dedication.
STRENGTHENING POLICE OPERATIONS THROUGH CIVILIAN SUPPORT Community
Service Officers
(CSO’s)
CSO Aschenbrener CSO Ontiveros CSO Ramirez CSO Reina
23 DRAFT 111 Attachment 1
31,607 19 340,993
184,000 72 35
COMMUN ITY
Population served Land square miles served Miles drive in 2025 Pounds of trash removed Number of riverbed clean-ups
Community events
& presentations
2025
BY THE NUMBERS
99 5,268 8,596
747 72 4,976
SAFETY
Lbs of methamphetamine
seized on one traffic stop
Reports processed Hours spent training
new recruits & trainees
Items provided to prosecutor’s
office for discovery
Items processed for fingerprints
or DNA collection
Evidence items
received
24 DRAFT 112 Attachment 1
940 55 22
282 62 13
STAFF
Hours of Jiu-Jitsu
training
Total sworn staff
members
Total professional staff
members
Total recruit applications
received
Total lateral officer
applications received
Total officers
hired in 2025
25 DRAFT 113 Attachment 1
Police Chief
Deputy Police Chief
Commander
Support Services Manager
Sergeant
Police Officer
Parking Coordinator
Community Services Officer
Dispatch Supervisor
Dispatcher
Records Supervisor
Records Clerk
Administrative Assistant
Crime Analyst
Training Coordinator
TOTAL POSITIONS
1.00 0.00
3.00 1.00
8.00 43.00
1.00 4.94
1.00 10.00
0.00 3.47
1.00 1.00
0.47 78.88
1.00 0.00
3.00 1.00
9.00 49.00
1.00 5.00
1.00 10.00
1.00 3.47
1.00 1.00
0.47 86.94
1.00 1.00
3.00 1.00
9.00 49.00
0.00 4.00
1.00 10.00
1.00 3.47
1.00 1.00
1.00 86.47
1.00 0.00
3.00 1.00
9.00 49.00
0.00 4.00
1.00 10.00
1.00 3.47
1.00 1.00
1.00 86.47
1.00 1.00
3.00 1.00
9.00 51.00
0.00 4.00
1.00 10.00
1.00 3.47
1.00 1.00
0.00 87.47
FY 2022-23
ACTUAL
FY 2023-24
ACTUAL
FY 2024-25
PROJECTED
FY 2025-26
ORIGINAL
FY 2025-26 Positions UPDATE
General Fund
Supplemental Sales Tax Fund
Downtown Parking Fund
Supp. Law Enforce. Services Fund
TOTAL FUNDING SOURCES
11,688,868
978,091
619,101
573,404
13,859,464
12,557,707
2,040,544
514,477
–
15,112,728
13,675,060
3,501,496
9,840
340,000
17,526,396
13,917,200
5,567,600
–
–
19,484,800
13,915,000
5,565,500
–
375,000
19,855,500
Funding Sources $ $ $ $ $
Personnel Services
Operating Expenses
Debt Services
Capital Outlay
TOTAL EXPENDITURES
11,642,269
1,534,106
18,745
664,344
13,859,464
13,079,282
1,967,536
–
65,910
15,112,728
14,978,022
2,195,504
–
352,870
17,526,396
17,633,900
1,850,900
–
–
19,484,800
17,822,000
1,598,500
–
375,000
19,855,500
$ $ $ $ $
Expenditures
by Category
2025
Budget
DEPARTMENT & PROGRAM OVERVIEW
In Paso Robles, we are fortunate to have the strong
support of our community. We take pride in being
good stewards of the resources entrusted to us.
Below is our 2025 operating budget, including our
J-20 funds, which play a critical role in helping us
serve the community. Thank you for investing in us.
26 DRAFT 114 Attachment 1
VEHICLES
22 PATROL VEHICLES
2 MOTORCYCLES
8 DETECTIVE VEHICLES
4 CSO VEHICLES
1 UTV
2 QUADS
GLOCK DUTY PISTOLS WITH
AIMPOINT RDS OPTICS
SMITH & WESSON AR-15
EQUIPPED WITH EOTECH
OPTICS AND SILENCER CO.
SUPPRESSORS
OUTSIDE LOCKERS
BPS TACTICAL EXTERNAL
CARRIER VEST
LICENSE PLATE READERS
EQUIPMENT
4 DGI DRONES
NEW BRINC DRONE (DFR)
FIXED & MOBILE LPR
TECHNOLOGY
Department Administration
Patrol
Investigations
Community Action Team
School Resources
SWAT
Community Services
Records
Communications/Dispatch
Parking
TOTAL EXPENDITURES
1,134,860
7,936,930
951,422
739,915
329,563
23,366
382,121
306,052
1,436,134
619,101
13,859,464
2,068,671
7,567,311
1,422,705
734,124
409,847
26,291
377,845
436,465
1,534,992
514,477
15,112,728
2,452,257
9,331,698
1,728,972
558,611
632,230
45,831
521,595
562,543
1,682,819
9,840
17,526,396
2,630,300
10,960,900
1,678,700
676,200
452,600
47,500
547,800
543,300
1,947,500
–
19,484,800
2,289,700
11,782,800
1,460,700
518,400
684,100
47,500
558,400
566,000
1,947,900
–
19,855,500
FY 2022-23
ACTUAL
$ $ $ $ $
FY 2023-24
ACTUAL
FY 2024-25
PROJECTED
FY 2025-26
ORIGINAL
FY 2025-26
UPDATE Expenditures by
Division/Program
At the Paso Robles Police Department, we believe
professionals deserve professional tools. Our continued investment in modern technology and high-quality
equipment ensures officers are supported, prepared, and ready to serve the community effectively.
PRPD has expanded its technology capabilities with two DJI drones and a BRINC Drone as First Responder platform,
allowing officers to gain situational awareness and assess incidents before arriving on scene. Fixed and mobile License Plate Reader (LPR) systems have also been deployed to
support crime prevention and investigations across the city.
Officers are equipped with updated Glock duty pistols with Aimpoint RDS optics, Smith & Wesson AR-15 rifles with
EOTech optics and SilencerCo suppressors for specialized operations, BPS Tactical external carrier vests for improved comfort and performance, and outdoor equipment lockers
that streamline readiness and deployment.
These investments reflect PRPD’s commitment to officer
safety, operational efficiency, and modern policing.
WHERE TECHNOLOGY MEETS PUBLIC SAFETY
Tools &
Resources
27 DRAFT 115 Attachment 1
Awards &
Recognition
Police officers are often among the most reluctant to accept recognition. We are proud to acknowledge these employees for their dedication and commitment to making Paso Robles a safer community. What makes this recognition even more meaningful is that they genuinely love what they do and serve for the right reasons.
HONORING SERVICE & DEDICATION
MOTHER’S AGAINST DRUNK
DRIVING AWARDS
OFFICER OF THE YEAR
Officer Jeff Snyder
Officer Garcia
27 DUI Arrests
Officer Gomez
25 DUI Arrests
Officer Hascall
31 DUI Arrests
Officer Beal
34 DUI arrests
Officer Stewart
36 DUI Arrests
(not pictured)
Recognized for their efforts in DUI enforcement
and removing impaired drivers from the streets.
Officer Jeff Snyder began his career with the Paso Robles Police Department on June 8, 2022, and quickly established himself as a high-performing officer. This year, he ranked in the top five in several statistical categories among patrol officers, demonstrating strong productivity and dedication. In addition to patrol duties, Jeff serves as a SWAT team member, Field Training Officer, Range Instructor, and Defensive Tactics Instructor, contributing to the training and development of others. Known for his charisma and positive attitude, Jeff is well liked by his peers and always willing to step in to help, making him both a strong officer and valued teammate.
28 DRAFT 116 Attachment 1
DEPUTY CHIEF CALEB DAVIS
In August 2025, the Paso Robles Police Department
promoted Caleb Davis to serve as our first-ever
Deputy Police Chief. This historic step marked more
than a title change—it reflected the evolution of our
department and our commitment to building a
modern, forward-thinking leadership structure
capable of guiding PRPD into the future.
Deputy Chief Davis has been a member of our
department since August 2018, when he joined
PRPD as a Police Commander. From the beginning,
he demonstrated an ability to think strategically
while remaining grounded in the day-to-day realities
of policing. Over the past several years, he has
helped shape not only operational improvements,
but also the culture that drives our success.
One of the most significant ways Deputy Chief Davis
has influenced PRPD is through intentional
leadership development. Rather than treating
leadership as something reserved for command
staff, he has championed the belief that leadership
exists at every rank. Through structured mentorship
programs, department-wide reading initiatives, and
discussions centered on trust, accountability, and
professional growth, he has helped foster a culture
where continuous improvement is encouraged and
leadership is shared across the organization.
Under his leadership, the department launched
a summer leadership reading program that
brought supervisors together around shared
principles of trust and clarity. These
conversations translated into practical changes
across the organization, including more
intentional mentorship, clearly defined
expectations, and a renewed focus on what we
call “the Paso Way”—a shared understanding of
how we behave, how we treat one another, and
how we serve our community.
Deputy Chief Davis has also played a central
role in advancing operational improvements.
He helped lead the department’s 2026–2028
Strategic Planning process, ensuring it was
informed by employee feedback, survey data,
and the department’s Standards of Cover
analysis. By aligning staffing models, workload
tracking, and supervisory structures with realworld data, PRPD is better positioned for sustainable growth.
Operationally, he has supported modernization
efforts including facility planning, fleet
replacement strategies, technology upgrades,
and expanded training opportunities—
investments designed to enhance officer safety
and improve service to the community.
As the first Deputy Chief in our department’s
history, he has embraced the responsibility of
helping shape the role while remaining
committed to developing future leaders and
strengthening partnerships throughout the
community.
First Deputy
Police Chief
Leadership isn’t about
rank. It’s about investing in
people and helping them
grow into the leaders our
community deserves.
CHIEF DAMIAN NORD
“
29 DRAFT 117 Attachment 1
STRATEGIC PRIORITIES FOR 2026–2028
Looking
Ahead
As the Paso Robles Police Department continues to
evolve alongside a growing community, planning for
the future remains a critical responsibility. The
department’s 2026–2028 Strategic Plan reflects a
commitment to thoughtful leadership, operational
readiness, and strong community partnerships.
Guided by employee input, data analysis, and
ongoing community dialogue, the plan establishes
clear priorities that will shape the department’s
direction over the next several years.
At its core, the strategy reinforces
PRPD’s continued commitment to
professional training, a strong
organizational culture, and
maintaining the trust of the
community we serve. These
principles remain the foundation for
every initiative moving forward.
One major focus of the plan is strengthening
organizational capacity and infrastructure. As the
demands of policing continue to change, the
department is working to ensure staffing models,
facilities, equipment, and technology evolve
alongside those needs. These efforts help position
the department to respond effectively while
supporting the health and readiness of its personnel.
Financial stewardship and long-term sustainability
also remain key priorities. By carefully aligning
resources with operational demands, the
department seeks to maintain responsible
budgeting while ensuring essential public safety
services remain strong and resilient.
Investing in people is another cornerstone of the
plan. Expanded training opportunities, leadership
development programs, and clearly defined
career pathways will help officers and
professional staff continue to grow throughout
their careers while strengthening the
department as a whole.
The department aims to expand community
engagement and public communication.
Building trust through transparency, outreach,
and meaningful dialogue ensures that residents
remain connected to the work of their police
department.
Finally, PRPD will continue enhancing its use of
data-driven decision-making and workload
analysis. By evaluating service demands and
operational trends, the department can better
allocate resources and proactively address
emerging challenges.
Together, these priorities reflect a forwardlooking approach—one focused on preparedness, professionalism, and a continued
partnership with the Paso Robles community.
Working Together for
a Safer Community
30 DRAFT 118 Attachment 1
THE PASO ROBLES POLICE DEPARTMENT
remains committed to delivering professional, accountable service while continuously preparing for the future. Through strong leadership, modern training, and meaningful
community partnerships, we are building a department that is ready for today and prepared for tomorrow
DRAFT 119 Attachment 1
FIRE AND EMERGENCY SERVICES
Personnel & Positions
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Fire Chief 1.00 1.00 1.00 1.00 1.00
Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Battalion Chief/Fire Marshal 1.00 1.00 1.00 1.00 1.00
Operations Battalion Chief 3.00 3.00 3.00 3.00 3.00
Captain 9.00 9.00 9.00 9.00 9.00
Fire Engineer 9.00 9.00 12.00 12.00 12.00
Firefighter 15.00 15.00 18.00 18.00 18.00
Administrative Captain 1.00 1.00 1.00 1.00 1.00
Training Captain - 1.00 1.00 1.00 1.00
Fire Prevention Specialist 2.00 2.00 2.00 2.00 2.00
Total Positions 43.00 44.00 50.00 50.00 50.00
Department Overview
The Paso Robles Fire and Emergency Services (F&ES) Department is an all-hazard fire department that provides a variety of response services, including structural and wildland fire suppression, advanced life support, paramedic level emergency medical care, and entrapment extrication. The department also provides technical rescue services including high-angle, trench, swift-water, and confined space as well as providing fully capable hazardous materials emergency response in conjunction with the San Luis Obispo County Regional Hazardous Materials Team. The department provides automatic and mutual aid to other fire agencies within San Luis Obispo County and throughout the State of California.
Fire Chief
Emergency Response
Deputy Fire
Chief
Operations
Battalion Chief
Captain
Fire Engineer
Firefighter
Operations
Battalion Chief
Captain
Fire Engineer
Firefighter
Operations
Battalion Chief
Captain
Fire Engineer
Firefighter
Training Captain
Community Risk Reduction
Battalion Chief/
Fire Marshal
Administrative
Captain
Fire Prevention
Specialist
Executive
Assistant
DRAFT 120 Attachment 1
FIRE AND EMERGENCY SERVICES
Fire Department Administration Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 874,551 1,080,836 1,226,427 1,149,400 1,187,800 Operating Expenses 74,087 162,367 98,761 277,100 176,300 Total 948,638 1,243,203 1,325,188 1,426,500 1,364,100
Emergency Response
F&ES delivers comprehensive, all-hazard emergency response services to protect life, property, and the environment. Core operations include fire suppression, advanced life support (ALS) emergency medical care, technical rescue, and hazardous materials response.
Emergency response provides paramedic-level emergency medical services, ensuring rapid, life-saving medical intervention. The reintroduction of the paramedic squad in 2025 has improved response efficiency, enhanced medical coverage, and optimized the availability of fire suppression resources.
Emergency services are delivered through three strategically located fire stations and highly trained personnel operating within a coordinated incident command system. Deployment is guided by data-driven analysis and standards of cover to ensure timely and effective response based on incident type and location.
Lastly, F&ES operates within an integrated automatic and mutual aid system, strengthening regional response capacity and ensuring adequate resources for large-scale or concurrent incidents. Through ongoing training, strategic investment, and continuous performance evaluation, the Department remains committed to delivering reliable, high-quality emergency response services to the community.
Emergency Response Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 7,448,178 7,786,987 8,700,450 9,805,600 10,163,800 Operating Expenses 337,266 413,580 462,834 492,300 2,157,900 Capital Outlay 144,093 62,666 241,612 315,500 -
Total 7,929,537 8,263,233 9,404,896 10,613,400 12,321,700 Community Risk Reduction
The Community Risk Reduction (CRR) Division focuses on proactive efforts to reduce emergencies and enhance community safety. Through prevention, education, and mitigation strategies, the CRR Division works to minimize incident frequency and severity.
Core services include fire and life safety inspections, code enforcement, and plan review for new development to ensure compliance with fire and building standards. The CRR Division also provides public education and outreach to promote fire prevention, emergency preparedness, and community awareness.
Targeted risk reduction efforts, including vegetation management and fuel load reduction programs, help mitigate wildfire risk and protect critical infrastructure.
Using a data-driven approach and strong community partnerships, the CRR Division aligns its programs with local risks, improving overall system efficiency and supporting the Department’s mission to protect the community’s quality of life through exceptional public service and interactive community engagement.
DRAFT 121 Attachment 1
FIRE AND EMERGENCY SERVICES
Community Risk Reduction Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 813,746 959,725 909,294 944,900 975,000 Operating Expenses 93,552 112,491 161,086 113,500 118,500 Capital Outlay 141,382 226,812 89,722 - -
Total 1,048,680 1,299,028 1,160,102 1,058,400 1,093,500 Emergency Operations Center and Office of Emergency Services Response The F&ES manages and supports the City’s Emergency Operations Center (EOC), which serves as the central coordination point during major incidents, disasters, and large-scale emergencies. The EOC provides strategic oversight, resource coordination, and interagency communication to ensure an organized and effective response. The EOC integrates personnel from multiple departments and partner agencies to support incident management, continuity of operations, and timely public information.
Through planning, training, and exercises, the Department maintains a high level of readiness to effectively coordinate complex emergency events.
The Department actively participates in statewide mutual aid through the California Office of Emergency Services (Cal OES) system, deploying personnel and resources to support incidents across the state. These responses include wildland fires, all-hazard incidents, and disaster recovery efforts.
Cal OES deployments are typically reimbursable and provide valuable operational experience, enhance regional collaboration, and strengthen overall system readiness. Participation in this system ensures that the Department contributes to and benefits from California’s coordinated emergency response network, while maintaining the ability to meet local service demands.
Emergency Operations Center Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services - 422 - - -
Operating Expenses 141,485 917 10,637 41,600 8,600
Total 141,485 1,339 10,637 41,600 8,600
California Office of Emergency Services Response (reimbursable) FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 239,956 574,854 420,379 432,100 432,100 Operating Expenses 4,750 - 10,016 - -
Total 244,706 574,854 430,395 432,100 432,100
DRAFT 122 Attachment 1
FIRE AND EMERGENCY SERVICES
Goals and Priorities 2026-2028
Goal Initiative Start Date Target
Completion
2. Public Safety 2.1 Strengthen
Organizational Capacity and
Infrastructure
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
2. Public Safety 2.2 Enhance Training,
Professional Development,
and Career Pathways
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
2. Public Safety 2.3 Improve Financial
Stewardship and Long-term
sustainability
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
2. Public Safety 2.4 Expand Community
Engagement and Public
Communication
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
2. Public Safety 2.5 Enhance data driven
decision making and
workload analysis
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
DRAFT 123 Attachment 1
FIRE AND EMERGENCY SERVICES
Year in Review
Paramedic Squad
In November 2025, the Department reintroduced the paramedic squad to enhance emergency medical response and system efficiency. The paramedic squad is a specialized, advanced life support (ALS) unit staffed by highly trained paramedics and strategically deployed to respond to high-priority medical incidents.
Originally implemented in 2019, the squad was temporarily reassigned to support fire suppression staffing when Fire Station No. 3 became operational. Its return reflects a data-driven approach to service delivery, improving response times to medical emergencies, increasing system capacity, and ensuring that fire engines remain available for simultaneous incidents. This model strengthens overall resource deployment and aligns with the Department’s commitment to delivering high-quality emergency medical care.
Public Safety Training Center
The Public Safety Training Center serves as a critical investment in preparedness, providing a modern, controlled environment for training across fire, law enforcement, and allied public safety disciplines. The facility will support realistic, scenario-based training that enhances decision-making, coordination, and operational performance during critical incidents.
Designed as a regional training hub, the center will foster interagency collaboration through joint exercises and multi-disciplinary training programs, improving communication and coordination during real-world emergencies. The facility will also support ongoing professional development through specialized courses, certifications, and hands-on training aligned with evolving best practices and emerging technologies in public safety.
In partnership with Cuesta College, the F&ES is working to develop a Fire Technology Program and future Firefighter Academy that will integrate classroom instruction with hands-on training. This model will leverage the college for didactic education while utilizing the Training Center for practical, skills-based instruction. This collaboration will create a local pipeline for workforce development, strengthen regional training capacity, and ensure the next generation of firefighters is prepared to meet the evolving demands of the profession.
Insurance Services Office Rating
The Department achieved a significant milestone with the upgrade of its Insurance Services Office (ISO) Public Protection Classification from a Class 3 to a Class 2 rating, one of the highest designations of fire protection capability.
The ISO rating is a nationally recognized benchmark that evaluates emergency communications, water supply, staffing, training, and overall operational readiness. This improved classification reflects a highly DRAFT 124 Attachment 1
FIRE AND EMERGENCY SERVICES
capable and effective fire department and may contribute to reduced insurance premiums for residents and businesses.
This achievement reflects sustained investment, strategic planning, and strong interdepartmental collaboration. Improvements in staffing, apparatus, facilities, training, and water system reliability were all critical to this advancement. The Department also recognizes the essential contributions of City leadership, partner departments, and the community, particularly the support provided through Measure J-20, which made these improvements possible.
Standards of Cover
The F&ES conducted an objective, unbiased, and data driven analysis of fire staffing and response capabilities. This comprehensive analysis provided an evidence-based approach with an understanding of the public safety department’s current service delivery methods in anticipation of future service demands.
The assessment considered best practices of other municipalities and like organizations; outlined an implementation strategy in accordance with city council and department goals as they relate to vision, mission, and values; provided recommended improvements to the departmental organizational structure, and the roles and functions within it in the context of the City’s budget and existing resources; included observations and recommendations around governance, policies, administration, services, use/capabilities of technology; provided recommendations for how the departments may optimize resources to operate at greater efficiency and effectiveness; and conducted an analysis of the existing fire station locations to maximize deployment and provide effective response force to mitigate emergencies.
Goat Grazing – Recognized Statewide in Western City Magazine Paso Robles’ Fire Risk Mitigation Strategy is Nothing to Kid About For the last five years, Paso Robles has been working with a local company, The Goat Girls, to bring in goats and sheep to help create fire breaks and reduce fire hazards through grazing.
In 2019, the city proclaimed a local emergency, utilizing emergency authorities within state environmental laws to expedite vegetation management and begin clearing brush with heavy equipment. While effective, these efforts did not fully address decades of accumulated undergrowth.
The city had previously identified the need for vegetation management in the riverbed, but regulatory complexity prolonged implementation. When a fire in June 2020 moved through the area and into a neighborhood, destroying two homes and several outbuildings, it underscored the urgency of moving forward. The City subsequently issued an emergency declaration to accelerate vegetation management, establish fire breaks, and begin development of a five-year flood control and fire fuel load reduction plan.
Following initial mechanical clearing of large debris, targeted grazing is used as a secondary treatment to manage remaining vegetation. Goats consume higher brush and ladder fuels by standing on their hind DRAFT 125 Attachment 1
FIRE AND EMERGENCY SERVICES
legs, while sheep focus on ground-level grasses and fine fuels that contribute to rapid fire spread, creating a comprehensive and efficient fuel reduction approach.
Since its inception, the program has expanded significantly, growing from an initial 15-acre pilot to treating approximately 90 to 100 acres annually. This ongoing, low-impact method provides continuous vegetation management and has contributed to noticeable reductions in fire intensity. Today, grazing is a key component of Paso Robles’ long-term, multi-layered wildfire mitigation strategy. “That first year, they grazed over 15 acres and made a big impact,” Enns says. “A fire in the grazed area that in the past would have required five fire engines, a hand crew, and a bulldozer can be put out with just one engine, freeing up fire department resources for other emergencies.” Department Financial Overview
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund 7,624,574 8,135,207 8,063,175 8,127,300 8,294,100 Supplemental Sales Tax 2,688,472 3,246,450 4,268,043 5,444,700 6,925,900 Total Funding Sources 10,313,046 11,381,657 12,331,218 13,572,000 15,220,000 Expenditures
Personnel Services 9,376,431 10,402,824 11,256,550 12,332,000 12,758,700 Operating Expenses 651,140 689,355 743,334 924,500 2,461,300 Capital Outlay 285,475 289,478 331,334 315,500 -
Total 10,313,046 11,381,657 12,331,218 13,572,000 15,220,000
0.0 2.0
4.0 6.0
8.0 10.0
12.0 14.0
16.0 23-24 24-25 25-26 26-27 27-28
MILLIONS
F&ES Budget by Category
Personnel Operating Capital Outlay
15%
F&ES BUDGET AS % OF
TOTAL GENERAL FUND
BUDGET
DRAFT 126 Attachment 1
PUBLIC WORKS
Personnel and Positions
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Public Works Director 1.00 1.00 1.00 1.00 1.00
Management Analyst - 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Airport Division
Airport Manager 1.00 1.00 1.00 1.00 1.00
Airport Supervisor - - - 1.00 1.00
Lead Airport Maintenance Technician - 1.00 1.00 1.00 1.00 Airport Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Capital Projects
Public Works Chief Engineer 1.00 1.00 1.00 1.00 1.00
Assistant Capital Projects Manager 1.00 1.00 1.00 1.00 1.00 Street Maintenance & Stormwater Program
Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Stormwater Manager 1.00 1.00 1.00 1.00 1.00
Stormwater Inspector 1.00 1.00 1.00 1.00 1.00
Streets Supervisor 1.00 1.00 1.00 1.00 1.00
Lead Street Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Street Maintenance Technician 5.00 8.00 8.00 8.00 8.00
Landscape, Facility & Equipment Maintenance
Maintenance Services Superintendent 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Landscape Supervisor 1.00 1.00 1.00 1.00 1.00
Lead Landscape Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Technician 5.00 5.00 5.00 5.00 5.00 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00
Lead Facilities Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 5.00 5.00 5.00 5.00 5.00 Fleet Supervisor 1.00 1.00 1.00 1.00 1.00
Mechanic 2.00 2.00 2.00 2.00 2.00
Total Positions 36.00 41.00 42.00 42.00 42.00
Public Works
Director
Airport Manager
Airport
Supervisor
Airport
Maintenance
Technician
Public Works
Chief Engineer
Assistant Capital
Projects Manager
Public Works
Operations
Manager
Stormwater
Manager
Stormwater
Inspector
Streets
Supervisor
Street
Maintenance
Technician
Maintenance
Services
Superintendent
Facilities
Supervisor
Facilities
Maintenance
Technician
Landscape
Supervisor
Landscape
Maintenance
Technician
Fleet Supervisor
Mechanic
Administrative
Assistant
Executive
Assistant
Management
Analyst
DRAFT 127 Attachment 1
PUBLIC WORKS
Department Overview
The Public Works Department is responsible for the construction, operation, and maintenance of the City’s core infrastructure, including streets, traffic signals, medians, parkways, public parking facilities, stormwater systems, the Municipal Airport, and City-owned buildings. The Department also oversees the delivery of the City’s Capital Improvement Program and manages the maintenance and replacement of the City’s fleet.
Public Works Administration provides strategic leadership, direction, and oversight across all divisions, including airport operations, capital project delivery, stormwater management, and the maintenance of streets, facilities, fleet, and landscaped areas. Key responsibilities include budget development and management, personnel oversight, preparation of City Council items, and long-range planning to support the City’s infrastructure and service needs. Public Works Administration serves as the central hub for the Asset Management Program, ensuring data-driven lifecycle management, inventory accuracy, and longterm sustainability for City assets.
Public Works Administration Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 256,409 306,217 445,697 602,200 633,300 Operating Expenses 153,946 34,855 117,714 391,000 276,000 Capital Outlay - 27,795 19,185 - -
Total 410,355 368,867 582,596 993,200 909,300
Airport Division
The 1,300-acre Paso Robles Municipal Airport site serves the general aviation community as well as the California Department of Forestry Air Attack Base; California Highway Patrol Air Operations Division; military, air charter, air ambulance and other flying services. Sections of the property have been developed as an industrial park with utilities and infrastructure improvements. Just under 500,000 square feet of industrial building space is operational at the Airport, housing nearly 40 individual businesses and providing hundreds of jobs in the community. Almost 200 aircraft are based at the Airport. The Airport is owned and operated by the City with technical advice and review provided by an appointed Airport Commission with policy decisions made by the City Council. The Municipal Airport operates as an enterprise fund and is fully self-sustaining, generating sufficient revenue to support its operations, maintenance, and capital needs. As such, the Airport does not receive financial support or subsidies from the City’s General Fund.
Airport Division’s Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 374,709 583,885 692,626 824,600 877,700 Operating Expenses 459,839 315,969 388,859 414,900 422,100 Debt Service 49,465 49,465 49,465 49,500 49,500
Capital Outlay 4,112 32,514 54,903 175,000 -
Total 888,125 981,833 1,185,853 1,464,000 1,349,300
Capital Projects Division (operating-only)
The Capital Projects Engineering Division is responsible for the planning, design, funding, and delivery of the City’s Capital Improvement Program (CIP) across all departments. The Division’s primary focus is on transportation and roadway infrastructure projects, including the rehabilitation and replacement of sewer, water, and stormwater systems. In close coordination with the Utilities Department, Capital Projects DRAFT 128 Attachment 1
PUBLIC WORKS
Engineering integrates utility infrastructure improvements into capital projects to maximize efficiency, minimize service disruptions, and support long-term system reliability.
The Division serves as the lead coordinator and reporting entity for key local, state, and voter-approved funding sources, including the State Gas Tax, Measure J-20, and Measure I-24, as approved by Paso Robles voters. Measure I-24 maintains the City’s existing one-half cent local sales tax and is anticipated to generate approximately $6.5 million annually to support essential infrastructure investments, with a historical and ongoing emphasis on roadway repair and rehabilitation. Revenues are retained locally and subject to oversight by the City’s Supplemental Sales Tax Oversight Committee to ensure alignment with community priorities and voter intent.
In addition, the Division actively pursues and administers state and federal transportation grant opportunities and coordinates with the San Luis Obispo Council of Governments (SLOCOG) to advance regional transportation priorities and leverage external funding sources.
Capital Projects Operating Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 425,457 441,925 460,663 466,700 472,700 Operating Expenses 136,368 283,262 127,375 106,300 107,800 Total 561,825 725,187 588,038 573,000 580,500
Stormwater Program and Street Maintenance Divisions
The City participates in the Phase II Municipal Separate Storm Sewer System (MS4) Program in compliance with requirements established by the California State Water Resources Control Board. This program mandates the development and implementation of a comprehensive Stormwater Management Plan (SWMP) designed to reduce pollutants in stormwater runoff and eliminate non-stormwater discharges to the maximum extent practicable. To meet these regulatory requirements, the Stormwater Program administers a range of activities, including construction site runoff control, illicit discharge detection and elimination, pollution prevention, post-construction stormwater management, and public education and outreach.
Stormwater Program Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 432,721 471,058 489,329 500,400 510,000 Operating Expenses 194,461 297,057 306,212 357,400 375,200 Total 627,182 768,115 795,541 857,800 885,200
The Streets Maintenance Division is responsible for the upkeep of the City’s transportation infrastructure, maintaining more than 150 lane miles, or approximately 33 million square feet, of pavement and sidewalks. Core services within the Division include pavement preservation and repair activities such as crack sealing, pothole repair, and rehabilitation of deteriorated roadway edges, as well as curb painting, sidewalk repair, streetlight maintenance, and traffic signal and signage upkeep. The Division also provides critical support for emergency response operations and facilitates traffic control and road closures for Citysponsored events and community activities.
DRAFT 129 Attachment 1
PUBLIC WORKS
Street Maintenance Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 793,593 788,649 1,124,541 1,306,400 1,370,000 Operating Expenses 707,487 559,533 575,535 825,300 808,200 Capital Outlay 14,250 4,607 79,916 - -
Total 1,515,330 1,352,789 1,779,992 2,131,700 2,178,200 Facility, Fleet and Landscape Maintenance Division
The Facilities Maintenance Division is responsible for the ongoing maintenance, repair, and operation of approximately 250,000 square feet of City-owned facilities, including City Hall, the Public Safety Center, Centennial Park, the Senior Center, the Veterans Memorial Building, and the Municipal Pool. Core services include preventative maintenance, routine repairs, and timely response to service requests from both City departments and the public to ensure safe, functional, and well-maintained facilities.
In addition, the City supports a volunteer-based graffiti abatement program, consisting of a seven-member team that responds to and removes graffiti reported throughout the community, contributing to neighborhood appearance and overall quality of life.
Facility Maintenance Budget by Category
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 769,709 837,286 886,007 1,015,000 1,053,800 Operating Expenses 1,441,308 1,699,321 1,612,443 1,926,700 1,715,800 Debt Service 205,469 205,469 205,468 205,500 205,500
Capital Outlay 49,332 45,519 14,648 - -
Total 2,465,818 2,787,595 2,718,566 3,147,200 2,975,100 Facility Maintenance Budget by Location
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Facilities Administration 250,662 314,427 245,404 376,500 378,400 Citywide Park Facilities 994,150 1,131,592 1,212,333 1,345,100 1,165,500 City Hall Annex – SWW 11,858 117,558 24,114 15,900 16,400 Fire Station No. 2 15,700 19,501 19,781 25,800 26,500
Airport Fire Station 10,700 15,817 17,880 19,000 19,500 Centennial Pool 13,504 18,817 19,600 24,200 24,900
Municipal Pool 131,461 148,922 131,151 173,400 177,700
Library/City Hall 327,757 334,042 305,630 358,500 356,500 Public Safety Center 352,701 370,746 356,478 390,900 400,600 Senior Center 31,062 37,159 44,864 61,900 53,400
Veteran’s Center 52,377 29,358 23,409 54,100 45,600
Transit Center 41,842 39,875 47,280 52,400 53,300
Library Study Center 4,800 5,509 4,700 6,600 6,800
Fire Station No. 3 19,866 28,651 38,913 31,900 33,000
Second Wind Way Campus 64,810 34,656 64,823 48,700 50,700 Centennial Park 142,568 140,965 162,206 162,300 166,300 Total 2,465,818 2,787,595 2,718,566 3,147,200 2,975,100 The Fleet Maintenance Division is responsible for the procurement, maintenance, and lifecycle management of the City’s fleet, which includes more than 250 vehicles and equipment assets. The fleet DRAFT 130 Attachment 1
PUBLIC WORKS
encompasses a wide range of equipment, from small tools such as mowers and string trimmers to heavyduty apparatus including fire engines, loaders, and backhoes.
The Division performs the majority of maintenance and repair services in-house, ensuring cost-effective operations and timely service delivery. In addition, Fleet Maintenance is responsible for ensuring compliance with all applicable federal, state, and local regulations, including emissions standards, safety inspections, and reporting requirements.
Fleet Maintenance Operating Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 462,500 515,731 534,881 547,500 563,800 Operating Expenses 756,102 953,275 880,870 891,300 913,000 Capital Outlay - - 8,019 - -
Total 1,218,602 1,469,006 1,423,770 1,438,800 1,476,800 The Landscape Maintenance Division is responsible for the care, preservation, and maintenance of the City’s urban forest and landscaped public spaces. This includes the management of more than 15,000 Cityowned trees, approximately 200 acres of Landscape and Lighting District (LLD) areas, over 165 acres of open space requiring weed abatement, and all City-owned medians and parkways.
Core services include tree maintenance, irrigation management, landscape upkeep, and vegetation control to support public safety, environmental sustainability, and community aesthetics. The Division also provides responsive service by addressing maintenance requests from residents and City departments in a timely and efficient manner.
Landscape Maintenance Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 869,664 886,241 939,245 1,010,700 1,049,400 Operating Expenses 2,264,984 2,216,325 2,128,618 1,902,600 1,911,100 Total 3,134,648 3,102,566 3,067,863 2,913,300 2,960,500 Goals and Priorities 2026-2028
Goal Initiative Start Date Target
Completion
1. Facilities,
Transportation and
Infrastructure
1.1 Implement Traffic Signal
Master Plan
recommendations to
optimize signal operations
and reduce congestion.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
DRAFT 131 Attachment 1
PUBLIC WORKS
Goal Initiative Start Date Target
Completion
1. Facilities,
Transportation and
Infrastructure
1.2 Implement Stormwater
Management Plan priorities
to improve drainage and
reduce localized flooding.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
1. Facilities,
Transportation and
Infrastructure
1.3 Implement
Comprehensive Facilities
Master Plan projects and
optimize asset management
to extend facility life.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
1. Facilities,
Transportation and
Infrastructure
1.4 Implement strategic
projects to position Paso
Robles Municipal Airport to
meet current and future
aviation needs.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Year in Review
Department-Wide Initiatives and Future Outlook
The Public Works Department advanced several cross-functional initiatives aimed at strengthening organizational effectiveness and supporting community priorities. Notably, the Department initiated its first comprehensive organizational assessment, providing an opportunity to evaluate internal structure, service delivery, and long-term operational needs. Progress also continued on key multimodal infrastructure efforts, including advancing design and identifying funding opportunities for the North River Road Path. In addition, Public Works staff supported the successful delivery of major community events— such as Fourth of July celebrations, Holiday Lighting, and New Year’s Eve—ensuring safe, well-maintained public spaces for residents and visitors.
Looking ahead, the Department will continue to build on these efforts by expanding proactive maintenance programs to better preserve infrastructure and reduce long-term costs. Emphasis will also remain on workforce development and retention strategies to maintain a skilled and adaptable team. The Department will further advance priority capital improvement projects and watershed planning initiatives DRAFT 132 Attachment 1
PUBLIC WORKS
to address growth, sustainability, and regulatory requirements. Finally, Public Works will focus on strengthening operational efficiency through improved resource allocation, enhanced coordination, and strategic delegation, ensuring continued delivery of high-quality services to the community.
Airport Division Accomplishments
During the fiscal year, the Airport Division achieved significant progress in advancing strategic initiatives, enhancing infrastructure, and strengthening operational readiness. A major milestone was City Council approval to proceed with a Spaceport licensing application to the Federal Aviation Administration (FAA), positioning the airport to support emerging aerospace opportunities. In support of this effort, the Division also completed development of the airport’s first Rocket and Jet Engine Test Site (R-Jets), establishing critical infrastructure for ground-based testing associated with the Spaceport concept.
Long-range planning efforts continued to move forward, with the 20-year Airport Master Plan update nearing completion and concept design work finalized for a future airport terminal redesign. The Division also initiated implementation of recommendations from the recently completed Airport Security Plan, including upgrades to physical security systems and improvements to network connectivity.
Airfield infrastructure improvements were a key focus area, including reconstruction of a primary aircraft parking ramp to accommodate larger, heavier aircraft such as C-130 and A400M models. Additionally, design was completed for reconstruction of a substandard taxiway segment, with construction to be supported through FAA grant funding.
Operationally, the Division successfully transitioned and onboarded a new Fixed Base Operator (FBO), Loyds Aviation, ensuring continuity of high-quality services for airport users. The Airport also played a critical role in regional emergency response efforts, supporting CAL FIRE and partner agencies during the 2025 fire season—including the Gifford Fire, the largest wildfire in San Luis Obispo County history—while maintaining uninterrupted service for tenants, transient pilots, and visitors.
Collectively, these accomplishments reflect the Airport Division’s continued commitment to safety, innovation, and service, while positioning the facility for long-term growth and regional significance.
Stormwater Division Accomplishments
During the past year, the Stormwater Division made substantial progress in maintaining regulatory compliance, advancing long-term planning efforts, and improving the performance and resilience of the City’s drainage infrastructure. A key achievement was securing regulatory approval to continue the City’s Annual Flood Control and Fire Fuel Load Reduction Program, enabling ongoing maintenance within local waterways to reduce flood risk and support fire prevention efforts.
The Division advanced updates to the City’s stormwater program, including coordination on revisions to design standards and post-construction requirements to ensure alignment with evolving regulatory mandates and best practices. In parallel, staff continued implementation of watershed planning initiatives, supporting long-term water quality improvements and reinforcing compliance with state and federal regulations.
Operationally, the Division maintained a strong focus on system reliability through routine inspection and maintenance of storm drain infrastructure, reducing blockages and improving overall system performance.
Targeted sediment and vegetation management activities were completed in critical drainage channels to preserve flow capacity and mitigate localized flooding risks.
DRAFT 133 Attachment 1
PUBLIC WORKS
In support of strategic planning, the Division successfully completed Phase I of the Storm Drain Master Plan update, establishing a foundation for future capital improvements and a more proactive, data-driven approach to managing the City’s stormwater system.
Street Division Accomplishments
During the past year, the Street Division achieved significant progress in advancing critical infrastructure improvements, enhancing roadway safety, and strengthening operational capacity. Major capital projects moved forward, including the completion of Creston Road Phase 1 and the award of Creston Road Phase 2, with construction scheduled to begin in summer 2026. Key bridge and corridor initiatives also advanced, with the 24th Street Bridge receiving approval, the Vine Street Bridge entering the design phase, and continued coordination efforts underway to fund the Union Road/Highway 46 East overcrossing.
Additional planning and design milestones include progress on the Niblick Road Corridor, the SR-46 East Undercrossing Feasibility Study, and the Highway 101/46 West Interchange redesign incorporating roundabouts.
The Division completed a range of roadway maintenance and neighborhood improvement projects, including pavement rehabilitation in the Sierra Bonita neighborhood, westside fiberized slurry treatments, and work within the Sunset/Fairview area. Smaller-scale repairs were successfully completed on Clubhouse Drive, Apion Court, Black Oak Drive, and Creston Road. Design and preliminary engineering efforts were initiated for additional roadway improvements in the Orchard Bungalow residential area, Sherwood neighborhood, and key downtown corridors. The Division also advanced pedestrian and accessibility improvements, including the Flamson School Pedestrian Improvements Project and curb, ramp, and sidewalk enhancements along Riverside Avenue between 17th and 21st Streets.
Downtown infrastructure enhancements were completed across multiple parking facilities, improving lighting, pavement conditions, landscaping, and signage. The Division also secured a Federal Highway Administration grant to support deck repairs for the 13th Street/Niblick Bridge, further leveraging external funding to address critical infrastructure needs.
Operationally, the Street Division strengthened service delivery through strategic staffing and workforce development. Four new staff members were successfully hired and onboarded, while continued emphasis on cross-training and professional development enhanced team flexibility, safety, and technical expertise.
The Division also implemented citywide signage updates following adoption of the latest speed survey, improving regulatory compliance and roadway safety. Additional operational improvements include securing a four-year contract for traffic signal maintenance services and nearing completion of the Traffic Signal Master Plan, which will guide future system enhancements. Finally, the Division is completing a comprehensive five-year alleyway pavement treatment plan, ensuring a proactive and systematic approach to maintaining the City’s transportation network.
Facilities Division Accomplishments
During the past year, the Facilities Division made meaningful progress in modernizing City facilities, enhancing public spaces, and strengthening long-term asset management practices. Key facility improvement projects included interior office remodels and security upgrades at City Hall, as well as continued progress on the Council Chambers renovation and audiovisual system enhancements. The Division also completed design work for the new Corporation Yard, positioning the City to better support maintenance and operational functions in the future.
DRAFT 134 Attachment 1
PUBLIC WORKS
The Division delivered several community-focused capital improvements, most notably the completion of new pickleball courts, a restroom facility, gathering areas, and parking enhancements at Sherwood Park.
In addition, conceptual planning for Larry Moore Park was finalized, and the City Council provided direction to proceed into the design phase, advancing the project toward implementation.
Significant strides were also made in asset management and systemwide planning. Phase I of the Citywide Comprehensive Facilities Condition Assessment was completed, providing a data-driven foundation for prioritizing future maintenance and capital investments. This effort was further supported by the implementation and deployment of new Assessment Management Software to enhance tracking, reporting, and lifecycle planning for City facilities.
Ongoing maintenance and sustainability efforts remained a priority, with improvements to park lighting, turf rehabilitation, and irrigation system upgrades aimed at reducing water consumption. The Division also completed reconditioning work across multiple City facilities, including painting, stucco repairs, and other preventative maintenance activities to preserve infrastructure and extend facility lifespan. Collectively, these accomplishments reflect the Division’s commitment to maintaining safe, functional, and resilient public assets for the community.
Department Financial Overview
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund 6,983,935 7,292,934 7,542,491 8,153,800 7,989,900 Supplemental Sales Tax 143,003 202,878 567,113 648,900 669,200 Fleet Internal Service Fund 1,218,602 1,469,006 1,423,770 1,438,800 1,476,800 L&L District 2,003,966 2,021,423 1,915,436 1,813,500 1,829,700 Airport Fund 888,125 981,833 1,185,853 1,464,000 1,349,300 Total Funding Sources 11,237,631 11,968,074 12,634,663 13,519,000 13,314,900
0.0 2.0
4.0 6.0
8.0 10.0
12.0 14.0
16.0 23-24 24-25 25-26 26-27 27-28
MILLIONS
PW Budget by Category
Personnel Operating Debt Capital Outlay
15%
PW BUDGET AS % OF
TOTAL GENERAL FUND
BUDGET
DRAFT 135 Attachment 1
PUBLIC WORKS
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Expenditures
Personnel Services 4,418,709 4,876,623 5,610,208 6,273,500 6,530,700 Operating Expenses 6,496,294 6,726,082 6,592,851 6,815,500 6,529,200 Debt Service 254,934 254,934 254,933 255,000 255,000
Capital Outlay 67,694 110,435 176,671 175,000 -
Total 11,237,631 11,968,074 12,634,663 13,519,000 13,314,900 DRAFT 136 Attachment 1
COMMUNITY SERVICES
Personnel and Positions
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Community Services Director 1.00 1.00 1.00 1.00 1.00
Homeless Services
Homeless Services Manager - 1.00 1.00 1.00 1.00
Library Services
Library Manager 1.00 1.00 1.00 1.00 1.00
Librarian 4.00 4.00 4.00 4.00 4.00
Library Services Coordinator 1.00 1.00 1.00 1.00 1.00
Lead Library Services Assistant 2.00 2.00 2.00 2.00 2.00 Lead Library Services Representative 1.52 1.52 1.52 1.52 1.52 Library Services Representative 3.76 3.76 3.76 3.76 3.76 Parks & Trails Maintenance
Parks & Trails Supervisor 1.00 1.00 1.00 1.00 1.00
Parks & Trails Maintenance Specialist 7.00 7.00 7.00 7.00 7.00 Recreation Services
Recreation Services Manager 1.00 1.00 1.00 1.00 1.00
Recreation Program Coordinator 2.00 3.00 3.00 3.00 3.00 Aquatics Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Services Assistant 3.00 3.00 3.00 3.00 3.00
Park Ambassador 1.41 1.41 1.41 1.41 1.41
Community Events Coordinator - - 0.47 0.47 0.47
Recreation Services Representative 1.88 1.88 1.41 1.41 1.41 Aquatics Assistant Pool Manager 0.68 0.68 0.68 0.68 0.68 Lifeguard/Swim Instructor 2.47 2.47 2.47 2.47 2.47
Aquatics Officer Assistant 0.39 0.39 0.39 0.39 0.39
Total Positions 36.11 37.11 37.11 37.11 37.11
Community
Services Director
Library Services
Manager
Adult Services
Librarian
Children Services
Librarian
Outreach
Services Librarian
Technical
Services Librarian
Library Services
Coordinator
Lead Library
Services Assistant
Library Services
Representative
Lead Library
Services Assistant
Parks & Trails
Supervisor
Parks & Trails
Maintenance
Specialist
Homeless
Services Manager
Recreation
Services Manager
Aquatics
Coordinator
Assisant Pool
Manager
Lifeguard/Swim
Instructor
Aquatics Office
Assistant
Recreation
Program
Coordinator
Recreation
Services Assistant
Recreation
Services
Representative
Recreation
Program
Coordinator
Recreation
Services Assistant
Park Ambassador
Recreation
Program
Coordinator
Lead Recreation
Services Assistant
Community
Events
Coordinator
DRAFT 137 Attachment 1
COMMUNITY SERVICES
Department Overview
The Community Services Department consists of Library, Recreation, and Parks and Trails Maintenance services as well as the newly established Homeless Services Division. The Department provides an array of quality of life, educational, and recreational programs at facilities throughout the community In addition, the Department serves as a central point of contact for homelessness-related matters and functions as a convener for organizations assisting individuals experiencing or at risk of homelessness.
Community Services Administration Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 63 266,119 317,519 318,100 327,500
Operating Expenses 2 2,878 2,283 3,000 3,000
Total 65 268,997 319,802 321,100 330,500
Library Division
The City Library Division is the only city-run library in San Luis Obispo County. A variety of books, audiovisual materials, magazines, and digital resources are available in addition to online databases that may be accessed remotely by library cardholders. Library staff offer educational opportunities such as lectures, book discussions, and early literacy story times to meet varying patron needs. The library now offers outreach services which include home delivery services for the homebound, pop-up libraries, and mobile library services. Over 50 library volunteers work one 3-hour shift per week in support of the services provided to the community. The City Library is open 57 hours per week.
The Paso Robles City Library is a member of the Black Gold Cooperative Library System, enabling additional resource sharing among Central Coast area public libraries. This includes access to over 500,000 physical items and 400,000 titles in the consortium’s OverDrive eBook, audiobook, and magazine collection.
Library Division’s Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 1,346,944 1,273,934 1,263,697 1,470,000 1,520,700 Operating Expenses 250,693 278,717 351,792 318,900 337,800 Capital Outlay - 288,000 - - -
Total 1,597,637 1,840,651 1,615,489 1,788,900 1,858,500 Recreation Services
The Recreation Division offers a wide range of programs and services for the community. This includes overseeing the Teen Center at Centennial Park, running the after-school open gym program for all ages, processing class registrations, handling facility reservations, and facilitating memorial tree requests. The Division coordinates a unique array of classes, camps, and leagues for all ages, with contract instructors offering an average of 300 programs per month at Centennial Park and the Municipal Pool. Centennial Park facilities are in use approximately 73 hours per week.
Recreation staff bring services directly into the community through local event participation and will expand those efforts with the launch of a mobile outreach program in fall 2026. The team also organizes and hosts both large and small-scale community events that bring people together for cultural enrichment, community engagement, and meaningful recreational experiences. Staff manage the Visual Art in Public Places program and provide support to four advisory boards serving the City Council.
DRAFT 138 Attachment 1
COMMUNITY SERVICES
Recreation staff coordinate activities across seven major parks, which feature sports fields, playgrounds, tennis, pickleball, and basketball courts, as well as BBQ pavilions. Seasonal Aquatics staff provide swim lessons and public swimming opportunities at two public pools.
Additionally, Recreation Services oversees contracts for administrative services and meal programs at the Senior Center, as well as concession operations at the Teen Center, Barney Schwartz Park, and Sherwood Park
Recreation Services Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 1,253,430 1,278,706 1,410,002 1,600,900 1,833,100 Operating Expenses 399,718 368,624 355,234 715,700 723,700 Capital Outlay 5,958 975 11,000 11,000 11,000
Total 1,659,106 1,648,305 1,776,236 2,327,600 2,567,800 Parks & Trails Maintenance
The Parks and Trails Division was more recently formed as part of a city-wide reorganization plan. The Parks and Trails Division will utilize eight employees to manage and maintain more than 120 acres of parks and trails for community members to enjoy. Parks and Trails staff collaborate with local sports groups and volunteers in keeping playing fields properly groomed for youth and adult play. Picnic areas and other outdoor amenities are also kept maintained by this hard-working team.
Parks & Trails Maintenance Budget by Category
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 892,762 949,697 979,005 1,041,500 1,077,500 Operating Expenses 1,056,455 1,469,461 1,527,487 1,735,700 1,547,600 Capital Outlay 5,246 58,016 - 15,000 15,000
Total 1,954,463 2,477,174 2,506,492 2,792,200 2,640,100 Parks & Trails Maintenance Budget by Location
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Division Administration 932,604 1,087,890 1,029,857 1,329,700 1,169,100 Centennial Park 207,720 262,398 243,884 239,600 243,800 City Park 67,034 74,401 81,597 72,000 76,000
Pioneer Park 39,909 53,065 45,590 46,000 18,000
Sherwood Park 91,836 105,499 99,413 113,400 116,600
Robbin’s Field 17,389 20,198 23,799 22,000 25,000
Neighborhood Parks 88,286 114,398 137,261 112,400 114,900 Barney Schwartz Park 471,155 681,284 761,259 777,200 792,500 Uptown Park 15,736 21,370 21,280 17,600 18,200
Larry Moore Park 22,261 25,081 23,040 30,300 31,000
Pedestrian Trails 533 31,590 39,512 32,000 35,000
Total 1,954,463 2,477,174 2,506,492 2,792,200 2,640,100 Homeless Services
The Homeless Services Division is the newest division of the department. In 2023, the City Council adopted the Paso Robles Strategic Plan to Address Homelessness after a 6-month planning period. The completed plan includes six focus areas, with accompanying goals and action items, to guiding efforts to better manage the complex issues related to homelessness. Recognizing a lack of capacity, diversity in areas of DRAFT 139 Attachment 1
COMMUNITY SERVICES
responsibility, and the profound impacts within the community, a key element of the plan is the development of this Homeless Services Division.
The Homeless Services Division is committed to supporting individuals and families experiencing homelessness through strong, collaborative partnerships. By bringing together local organizations, service providers, and community stakeholders, the division works to coordinate thoughtful and effective responses to homelessness. Through these ongoing efforts, the City of Paso Robles strives to provide compassionate support while promoting the health, safety, and well-being of all members of our community.
Homeless Services Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services - 41,323 184,811 201,600 218,900
Operating Expenses 246,065 229,004 189,109 275,500 275,500 Total 246,065 270,327 373,920 477,100 494,400
Goals and Priorities 2026-2028
Goal Initiative Start Date Target
Completion
3. Housing and
Homelessness
3.1 Drive alignment through
a coordinated
communication & outreach
system (entered by HSD)
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing and
Homelessness
3.2 Coordinate with the
County and affordable
housing developers to
identify, develop, fund, and
implement new
opportunities to meet
established targets.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing and
Homelessness
3.3 Support Countywide
efforts to remove local
barriers to build and sustain
supportive transitional and
affordable housing.
DRAFT 140 Attachment 1
COMMUNITY SERVICES
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing and
Homelessness
3.4 Conduct a financial
needs assessment to
determine funding needs
and potential funding
options needed to complete
plan objectives.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing and
Homelessness
3.5 Work with stakeholders
to increase workforce and
market-rate multi-family
housing.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing and
Homelessness
3.6 Establish integrated
safety, beautification and
workforce initiative in high
density homeless impacted
areas/ or priority zones
(entered by HSD)
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
4. Cultural, Recreational &
Open Spaces
4.1 Develop a Master Park,
Recreational Facility, & Trails
Plan to address Citywide
needs and financing for
development, maintenance,
and operations
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
DRAFT 141 Attachment 1
COMMUNITY SERVICES
Goal Initiative Start Date Target
Completion
4. Cultural, Recreational &
Open Spaces
4.2 Re-organize Recreation
Services and Parks and Trails
workflow to ensure
continuity of current
initiatives and success of
newly adopted programs
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
4. Cultural, Recreational &
Open Spaces
4.3 Enhance athletic fields
to support increased use
and safety
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
4. Cultural, Recreational &
Open Spaces
4.4 Modernize and renovate
the existing library facility to
better serve community
needs
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
4. Cultural, Recreational &
Open Spaces
4.5 Initiate and facilitate a
community-driven Library
strategic planning process to
replace the expiring plan
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
DRAFT 142 Attachment 1
COMMUNITY SERVICES
4. Cultural, Recreational &
Open Spaces
4.6 Increase youth athletic
field capacity and ensure
ongoing maintenance needs
can be met
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Year in Review
DRAFT 143 Attachment 1
COMMUNITY SERVICES
Department Financial Overview
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund 5,068,836 6,505,454 6,591,939 7,706,900 7,690,700 ARPA Fund 388,500 - - - -
Total Funding Sources 5,457,336 6,505,454 6,591,939 7,706,900 7,690,700 Expenditures
Personnel Services 3,493,199 3,809,779 4,155,034 4,632,100 4,777,100 Operating Expenses 1,952,933 2,348,684 2,425,905 3,048,800 2,887,600 Capital Outlay 11,204 346,991 11,000 26,000 26,000
Total 5,457,336 6,505,454 6,591,939 7,706,900 7,690,700
0.0 1.0
2.0 3.0
4.0 5.0
6.0 7.0
8.0 9.0
23-24 24-25 25-26 26-27 27-28
MILLIONS
CS Budget by Category
Personnel Operating Capital Outlay
14%
CS BUDGET AS % OF
TOTAL GENERAL FUND
BUDGET
DRAFT 144 Attachment 1
COMMUNITY DEVELOPMENT
Personnel and Positions
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Community Development Director 1.00 1.00 1.00 1.00 1.00 Engineering
Deputy Community Development
Director/City Engineer 1.00 1.00 1.00 1.00 1.00
Senior Development Review Engineer 1.00 1.00 1.00 1.00 1.00 Chief Engineering Inspector - - 1.00 1.00 1.00
Engineering Inspector 2.00 2.00 1.00 1.00 1.00
Engineering Internship 0.43 0.43 0.43 0.43 0.43
Development Services
Development Services Manager 1.00 1.00 1.00 1.00 1.00
Permit Technician 3.00 3.00 3.00 3.00 3.00
Administrative Assistant 2.00 2.00 2.00 2.00 2.00
Building
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Deputy Building Official 1.00 1.00 1.00 1.00 1.00
Building Inspector 4.00 4.00 4.00 4.00 4.00
Planning
City Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 2.00 2.00 2.00 2.00 2.00
Assistant Planner 2.00 2.00 2.00 2.00 2.00
Planning Internship 0.43 0.43 0.43 0.43 0.43
Total Positions 22.86 22.86 22.86 22.86 22.86
Department Overview
The Community Development Department serves as the City’s one-stop resource for permits and development services, helping residents, businesses, and project applicants navigate planning, building, and engineering requirements from initial inquiry through project completion.
Department staff respond to a wide range of development- and land use–related requests with an emphasis on customer service, timely communication, and efficient, consistent processing. In addition to Community
Development
Director
Deputy Community
Development
Director/City
Engineer
Senior Development
Review Engineer
Chief Engineering
Inspector
Engineering
Inspector
Engineering Intern
Chief Building
Official
Deputy Building
Official
Building Inspector
City Planner
Associate Planner Assistant Planner Planning Intern
Development
Services Manager
Permit Technician Administrative
Assistant
DRAFT 145 Attachment 1
COMMUNITY DEVELOPMENT
counter service, the Department provides technical analysis, professional guidance, and clear recommendations to support informed decision-making by the Planning Commission and City Council on matters requiring public action, including discretionary permits, policy considerations, and other land use entitlements. Staff also coordinates meeting preparation and public hearing support—such as agenda materials, presentations, and responses to public comment—to ensure transparent, well-documented proceedings.
As part of the City’s public outreach and transparency efforts, the Department organizes and facilitates a variety of public outreach and engagement efforts, including neighborhood meetings, workshops, stakeholder coordination, and other community participation processes related to planning and development activities.
Development Services Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services - - - 1,064,200 1,131,000
Operating Expenses - - 3,714 219,900 219,900
Total - - 3,714 1,284,100 1,350,900
Planning Division
The Planning Division, in conjunction with the Planning Commission, develops, updates, and implements the General Plan, Zoning Ordinance and development standards that guide the City’s growth and land use decisions. Through careful review of development proposals and ongoing policy work, the Division strives to provide balanced growth, expand housing opportunities for all income levels, and support economic development while preserving Paso Robles’ quality of life, community character, and small-town identity.
Planning staff administer zoning and land use regulations, coordinates CEQA environmental reviews, provide public noticing, and prepares clear, well-supported staff reports and recommendations for public hearings. The Division also works collaboratively with residents, business owners, neighborhood groups, and partner agencies to address community priorities, advance adopted goals, and ensure that planning decisions reflect both long-term vision and practical implementation.
Planning Division Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 1,004,080 1,059,304 1,189,891 954,000 976,900 Operating Expenses 507,747 495,782 619,907 387,500 387,500 Capital Outlay - 36,457 - - -
Total 1,511,827 1,591,543 1,809,798 1,341,500 1,364,400 Engineering Division
The Engineering Division is responsible for establishing, maintaining, and applying the City’s engineering standards to ensure that new development and public infrastructure are designed and constructed safely, reliably, and in compliance with applicable regulations. The Division reviews and oversees public improvements within the public right-of-way, including streets, sidewalks, curb ramps, utilities, streetlights, and other infrastructure that supports mobility and essential services. Core responsibilities include administration of subdivision map processes; review of grading, drainage, and hydrology studies; and evaluation of circulation and access plans to support safe traffic operations and multimodal connectivity.
DRAFT 146 Attachment 1
COMMUNITY DEVELOPMENT
The Division also supports traffic safety operations through coordination of studies, implementation of approved measures, and collaboration with other departments and partner agencies as needed. In addition, Engineering leads Storm Water Management Plan (SWMP) implementation, ensuring that stormwater quality and runoff requirements are incorporated into development projects and municipal activities. The Division coordinates closely with Public Works functions to support construction, inspection, acceptance of public improvements, and long-term maintenance planning.
Engineering Division Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 642,004 836,011 1,123,485 1,045,400 1,085,600 Operating Expenses 180,084 185,569 875,943 386,400 286,400 Capital Outlay - - 201,836 - -
Total 822,088 1,021,580 2,201,264 1,431,800 1,372,000
Building Division
The Building Division provides plan review, permit issuance support, fee collection, and construction inspection services to help ensure structures within the City are built to standards that protects the public health, safety, and welfare. Staff review building plans and related documents for compliance with adopted building codes and applicable local requirements, coordinate corrections with applicants and design professionals, and verify that required approvals are obtained prior to permit issuance.
During construction, inspectors perform field inspections at key milestones to confirm that work matches approved plans and meets code standards, while also serving as a resource to contractors and property owners regarding inspection readiness and code interpretation. The Division also supports customer service at the permit counter by answering questions, helping customers understand requirements, and promoting efficient permit processing and inspection scheduling.
Building Division’s Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services 1,066,780 1,102,070 1,383,774 1,053,700 1,100,300 Operating Expenses 235,706 177,482 155,772 272,900 272,900 Capital Outlay - 24,934 - - -
Total 1,302,486 1,304,486 1,539,546 1,326,600 1,373,200 Goals and Priorities 2026-2028
Goal Initiative Start Date Target
Completion
3. Housing &
Homelessness
3.2 Coordinate with the
County and affordable
housing developers to
identify, develop, fund, and
implement new
opportunities to meet
established targets.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
DRAFT 147 Attachment 1
COMMUNITY DEVELOPMENT
Goal Initiative Start Date Target
Completion
3. Housing &
Homelessness
3.3 Support Countywide
efforts to remove local
barriers to build and sustain
supportive transitional and
affordable housing.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing &
Homelessness
3.4 Conduct a financial
needs assessment to
determine funding needs
and potential funding
options needed to complete
plan objectives.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Goal Initiative Start Date Target
Completion
3. Housing &
Homelessness
3.5 Work with stakeholders
to increase workforce and
market-rate multi-family
housing.
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
Year in Review
Development and Economic Activity
During 2025, the Department continued to experience significant development activity and economic investment throughout the community. Major initiatives included advancement of several large-scale residential, lodging, and industrial developments that will continue to shape the City’s long-term growth and economic base. Key projects included the:
• Olsen South Chandler Specific Plan (1,293 housing units) • Beechwood Specific Plan (911 housing units)
• River Oaks 2 (271 housing units)
• Gateway Resort Development (425 lodging units and 97 housing units) • Hunter Ranch Resort (400 lodging units)
DRAFT 148 Attachment 1
COMMUNITY DEVELOPMENT
• Sensorio Resort (280 lodging units)
• The Landing industrial development consisting of approximately 1.7 million square feet of industrial space
Additionally, the Department continued implementation efforts associated with the Multi-Family Accelerator Program as part of the City’s Economic Development Strategic Plan. The City celebrated completion of Sunrise Villas, a 69-unit affordable family housing development completed through a partnership between the City and the Paso Robles Housing Authority. The project is currently fully occupied with an active waiting list, reflecting the continued demand for affordable housing opportunities within the community. In addition, Riverwalk Terrace, a 79-unit affordable senior housing development, also remains fully occupied and continues to support aging in place and long-term community stability.
The Department also achieved several key milestones related to economic growth and property valuation.
During the year, the City experienced approximately $7.3 billion in assessed property value, driven in part by completion of Hotel Ava and continued buildout of the Olsen South Chandler Specific Plan area, including the Shea Homes Navina neighborhood featuring integrated parks, trails, and open space amenities.
Operational activity levels remained high across all divisions of the Department. During the reporting period, staff issued 1,347 construction permits, including 168 residential dwelling permits, representing a combined construction valuation of approximately $111.6 million. Staff also completed 10,444 inspections to support timely project delivery, regulatory compliance, and public safety.
Regional Housing Needs Allocation
The Department also continued to make substantial progress toward meeting State housing requirements through implementation of its Regional Housing Needs Allocation (RHNA). RHNA is a State-mandated housing planning process administered by the California Department of Housing and Community Development (HCD) and regional planning agencies that assigns each jurisdiction a target number of housing units to plan for during an eight-year housing cycle across various income categories, including very low-, low-, moderate-, and above moderate-income households. The purpose of the RHNA process is to ensure that cities and counties accommodate their fair share of regional housing needs while promoting housing availability, affordability, and reduction of housing inequities throughout California.
As part of this process, the City is required to identify adequate land inventory, adopt compliant Housing Elements, and facilitate housing production through zoning, development standards, and permitting activities. Progress toward RHNA obligations is closely monitored by the State and can directly impact eligibility for grant funding, local land use authority, housing-related litigation exposure, and compliance with various State housing laws. As of the fifth year of the current 8-year RHNA cycle, the City has permitted approximately 73% of its assigned housing allocation, reflecting significant progress toward meeting State housing objectives and supporting balanced and sustainable community growth.
DRAFT 149 Attachment 1
COMMUNITY DEVELOPMENT
DRAFT 150 Attachment 1
COMMUNITY DEVELOPMENT
Department Financial Overview
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund 3,636,401 3,917,609 5,554,322 5,384,000 5,460,500 Expenditures
Personnel Services 2,712,864 2,997,385 3,697,150 4,117,300 4,293,800 Operating Expenses 923,537 858,833 1,655,336 1,266,700 1,166,700 Capital Outlay - 61,391 201,836 - -
Total 3,636,401 3,917,609 5,554,322 5,384,000 5,460,500
0.0 1.0
2.0 3.0
4.0 5.0
6.0 23-24 24-25 25-26 26-27 27-28
MILLIONS
CD Budget by Category
Personnel Operating Capital Outlay
10%
CD BUDGET AS % OF
TOTAL GENERAL FUND
BUDGET
DRAFT 151 Attachment 1
UTILITIES
Personnel and Positions
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Utilities Director 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Principal Utility Engineer 1.00 1.00 1.00 1.00 1.00
Senior Utility Engineer 1.00 1.00 1.00 1.00 1.00
Solid Waste & Recycling Manager 1.00 1.00 1.00 1.00 1.00 Recycled Water Manager 1.00 1.00 - - -
Utility Billing
Utility Billing Manager - - - 1.00 1.00
Utility Billing Supervisor 1.00 1.00 1.00 - -
Utility Billing Customer Service
Representative 3.00 3.00 3.00 3.00 3.00
Wastewater
Wastewater Manager 1.00 1.00 1.00 1.00 1.00
Laboratory Supervisor 1.00 1.00 1.00 1.00 1.00
Laboratory Technician I/II 2.00 2.00 2.00 2.00 2.00
Industrial Waste Manager 1.00 - - - -
Pretreatment Coordinator - 1.00 1.00 1.00 1.00
Wastewater Chief Plant Operator 1.00 1.00 1.00 1.00 1.00 Lead Wastewater Treatment Plant
Operator 2.00 2.00 2.00 2.00 2.00
Wastewater Treatment Plant Operator I/II 6.00 6.00 6.00 6.00 6.00 Wastewater Treatment Plan Maintenance
Specialist 1.00 1.00 1.00 1.00 1.00
Wastewater Collections Supervisor 1.00 1.00 1.00 1.00 1.00 Lead Wastewater Collections Operator 1.00 1.00 1.00 1.00 1.00 Wastewater Collections Operator I/II 4.00 4.00 4.00 4.00 4.00 Water
Water Utility Manager 1.00 1.00 1.00 1.00 1.00
Water Chief Plant Operator 1.00 1.00 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00
Water Distribution Chief Operator 1.00 1.00 1.00 1.00 1.00 Water Distribution Operator I/II/III 9.00 9.00 11.00 11.00 11.00 Water Treatment Operator I/II 2.00 2.00 2.00 2.00 2.00
Utilities Director
Principal Utility
Engineer
Senior Utility Engineer
Wastewater Manager
Laboratory Supervisor
Laboratory
Technician I/II
Pretreatment
Coordinator
Wastewater Chief
Plant Operator
Lead Wastewater
Treatment Plant
Operator
Wastewater
Treatment Operator
I/II
Wastewater
Treatment Plant
Maintenance
Specialist
Wastewater
Collections
Supervisor
Lead Wastewater
Collections Operator
Wastewater
Collections Operator
I/II
Solid Waste &
Recycling Manager Water Utility Manager
Water Chief Plant
Operator
Water Treatment
Operator I/II
Water Distribution
Supervisor
Water Distribution
Chief Operator
Water Distribution
Operator I/II/III
Water Treatment
Operator I/II
Water Quality
Supervisor
Water Treatment
Operator/
Compliance
Technican
Utility Billing Manager
UB Customer Service
Representative
Executive Assistant
DRAFT 152 Attachment 1
UTILITIES
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00
Water Treatment Operator and
Compliance Technician - - - 1.00 1.00
Water Quality Technician I/II 1.00 1.00 1.00 - -
Total Positions 48.00 48.00 49.00 49.00 49.00
Department Overview
The Utilities Department was established in 2022 to address the increasing regulatory complexity and operational demands facing City-operated utilities. The department provides focused management and staffing across five core divisions: Recycled Water, Solid Waste, Wastewater, Potable Water, and Planning and Engineering.
The department is responsible for the operation, maintenance, and strategic planning of the City’s critical utility infrastructure, delivering reliable services in potable water, wastewater, recycled water, and solid waste. Core priorities include system reliability, regulatory compliance, and long-term asset sustainability.
The department continues to advance water conservation efforts, advance the use of recycled water, and reduce solid waste generation through targeted programs, infrastructure investment, and public outreach.
The Utilities Department is committed to delivering high-quality, transparent, and fiscally responsible services. Emphasis is placed on aligning operational performance with long-term financial planning to ensure continued service reliability while managing costs for ratepayers.
The department also plays a key role in supporting economic development. Staff work collaboratively with the development community, local businesses, and regional partners to ensure utility infrastructure is aligned with both current needs and future growth. By maintaining reliable, well-planned utility systems and a responsive service approach, the City is well-positioned to support investment, job creation, and continued economic vitality in Paso Robles.
Solid Waste Division
[ADD Description]
Solid Waste Division’s Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services
Operating Expenses
Debt Service
Capital Outlay
Total
DRAFT 153 Attachment 1
UTILITIES
Wastewater Division
[ADD Description]
Wastewater Division’s Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services
Operating Expenses
Debt Service
Capital Outlay
Total
Water Division
[ADD Description]
Water Division’s Budget
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Personnel Services
Operating Expenses
Debt Service
Capital Outlay
Total
Goals and Priorities 2026-2028
Goal Initiative Start Date Target
Completion
1.0 Facilities,
Transportation &
Infrastructure
1.5 Groundwater basin
management
# Strategy/Step Start Date Target
Completion
Dept.
Support Barriers/ Notes
DRAFT 154 Attachment 1
UTILITIES
1.5 Groundwater Basin Management
Basin Management remains a key City Council strategic priority. The City, acting as a Groundwater Sustainability Agency (GSA), continues to play an active leadership role in regional basin management through its participation in the Paso Robles Area Groundwater Authority. Through this partnership, the City is working collaboratively with other GSAs to implement the adopted Groundwater Sustainability Plan (GSP) in compliance with the Sustainable Groundwater Management Act. Current efforts are focused on establishing a sustainable funding framework, advancing monitoring and data management programs, and supporting basin-wide coordination necessary to achieve long-term groundwater sustainability.
The City continues to advocate for a balanced and defensible approach to GSP implementation that protects municipal water supply reliability while equitably distributing costs among basin users. Staff are actively engaged in policy development, technical analysis, and stakeholder coordination to ensure that implementation actions are effective, transparent, and aligned with both regulatory requirements and local economic conditions. Through its continued involvement in PRAGA, the City is helping to advance practical, phased implementation of the GSP, positioning the basin to meet state requirements while maintaining flexibility to adapt to changing conditions and community needs.
Year in Review
1. Ronconi Treatment Plant repairs completed and operational
2. Franklin Creek Sewer Rock Slope Protection Completed
3. Began major maintenance and repair on Golden Hill Tank
4. SCADA and electrical improvements at Orchard Bungalow BPS
5. Scott Street Sewer upgrade mostly completed.
6. Creston Road Sewer Realignment Phase 1 Project completed.
7. Major maintenance project on WWTP Dissolved Air Floatation Thickener Completed DRAFT 155 Attachment 1
UTILITIES
DEPARTMENT FINANCIAL OVERVIEW
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
Water Fund
Wastewater Fund
Solid Waste Fund
Total Funding Sources
Expenditures
Personnel Services
Operating Expenses
Debt Service
Capital Outlay
Total
0.0 1.0
2.0 3.0
4.0 5.0
6.0 7.0
8.0 23-24 24-25 25-26 26-27 27-28
MILLIONS
UTL Budget by Category
Personnel Operating Capital Outlay
0%
UTL BUDGET AS % OF
TOTAL GENERAL FUND
BUDGET
DRAFT 156 Attachment 1
Capital Improvement
Program
Fiscal Years 2026-27 through 2030-31
DRAFT 157 Attachment 1
DRAFT 158 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Capital Improvement Program (CIP)
Capital projects are typically one-time, high-cost investments in physical assets, such as buildings, roads, parks, or major equipment, that have a useful life extending beyond one year and are not part of routine operating expenses. The CIP is designed to protect, preserve, and enhance the City’s infrastructure, extend useful life of public facilities, and improve and enhance the delivery of City services.
The CIP projects are presented as a revolving five-year program that acts as a guide for identifying current and future fiscal requirements. The current year acts as the City’s annual capital budget. The CIP does not encompass all of the City’s capital expenditures; rather, it is developed through the prioritization of resources for larger-scale infrastructure and multi-year projects.
There are no rigid or prescriptive criteria governing which projects are included in the CIP versus those deferred to future fiscal years. Instead, project selection reflects a comprehensive staff evaluation process that carefully balances available resources against competing project demands, with the goal of prioritizing those initiatives that offer the greatest community impact and strategic value.
In making these determinations, staff consider several key factors, including:
• The estimated total cost of the project and the extent of its anticipated benefits to the community. • Alignment with City Council goals, as well as established community goals, prior master plans, and adopted strategic plans, which guide the allocation of limited resources. • Projected ongoing operational and maintenance costs associated with new or expanded facilities. • Project readiness and timing, with priority generally given to projects that are “shovel ready.” • Availability of external funding, including projects supported in whole or in part by grant funding. • Identification and reliability of funding sources, including available balances in Measures J-20 and I-24. • Projects that are necessary to maintain compliance with applicable state and federal laws and • regulations.
Fiscal Strategies
The City is committed to maintaining long-term fiscal sustainability. The City has avoided the noticeable impacts and service level reductions experienced by most California cities through operating an effective, cost-efficient local government. Municipal services continue to address high priority needs. This CIP is designed to identify and develop projects using a long-term vision; to provide a realistic look forward over a five-year planning period and set priorities for each need identified. It should be noted that because this is a five-year outlook, needs and priorities may change. As such, the development of the CIP and budget allows the opportunity to review and revise the needs of the City.
It is also important to note that General Fund resources are typically limited for capital projects and must be budgeted judiciously. As a result, these funds are often reserved for projects that lack a dedicated funding source, unlike public safety and roadway projects, which are predominately supported by Measures J-20 and I-24, respectively. Consequently, there is often a greater number of unfunded or underfunded needs than available resources in areas such as parks, recreation, libraries, stormwater infrastructure, and general facility improvements, requiring additional prioritization and phasing over multiple fiscal years.
Key Capital Improvement Program Highlights for Fiscal Years 2026-27 through 2030-31 • $25 million over the next two fiscal years allocated for local road improvements and repairs. • $1.2 million in upgrades to the Public Safety Center to ensure effective and efficient delivery of public safety services.
• $36 million of major infrastructure investment over the next two fiscal years including the 24th Street bridge upgrade and the state-funded Niblick Road Active Transportation Project.
DRAFT 159 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
• $3.2 million to modernize the City’s library.
• $1.4 million in projects that are intended to improve user experience across the City’s parks and recreation system.
Many of the projects identified in the CIP are already underway and require additional appropriations to reach completion, while others were included in the adopted 5-Year CIP previously and are now advancing into active phases. It is important to note that not all projects are fully funded at this time. For example, the Library Remodel project anticipates utilizing $807,700 in Library Developer Impact Fees, with an estimated $2,423,300 in remaining funding needs. Other major projects with currently unsecured funding include the Huer Huero Creek Bridge ($38.0 million, FYE 2030), US 101 and Highway 46 West Roundabouts ($29.0 million, FYE 2029), North River Road Bike and Pedestrian Path ($11.9 million, FYE 2029), Larry Moore Park Redevelopment ($8.0 million, FYE 2030), and the Union Road Overcrossing ($71.0 million, FYE 2031).
In addition, the CIP budget includes funding for a feasibility study to evaluate options for addressing the grade separation at State Route 46 East and Airport Road. The outcome of this study may identify an alternative approach that could replace the currently planned Union Road Overcrossing and Huer Huero Creek Bridge projects with a more cost-effective and efficient solution. As a result, the CIP should be viewed as a long-range planning tool that is inherently dynamic and subject to change. The budget will be amended as projects evolve, funding opportunities are identified, and priorities are refined.
Importantly, no project will proceed to construction or implementation until sufficient funding has been identified and secured, ensuring the City maintains responsible and sustainable fiscal practices.
Presented below is a summary of proposed CIP projects, including estimated costs and the fiscal year in which each project is scheduled. More detailed information—such as project descriptions, funding sources, and implementation timelines— are presented in the subsequent section of this report.
PROJECT TYPE FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
TOTAL ROAD MAINTENANCE PROJECTS
TOTAL TRANSPORTATION PROJECTS
TOTAL STORMWATER PROJECTS
TOTAL PARKS AND RECREATION PROJECTS
TOTAL FACILITY PROJECTS
TOTAL WATER ENTERPRISE PROJECTS
TOTAL WASTEWATER ENTERPRISE PROJECTS
TOTAL AIRPORT ENTERPRISE PROJECTS
TOTAL SOLID WASTE PROJECTS
TOTAL CAPITAL IMPROVEMENT PROGRAM
Funding Sources
CIP projects are funded and financed through a variety of general purpose (unrestricted), grant and special purpose revenue sources. These include:
General Fund
The main operating and capital fund of the City. This fund gets most of its revenues from taxes (e.g., sales, property, and transient occupancy)—has no restrictions—and is typically expended on any project or improvement deemed appropriate and necessary by City Council.
Measure J-20/Measure I-24 Supplemental Sales Tax
In 2012, the voters of Paso Robles approved Measure E-12, a half-cent supplemental sales tax (SST) that generates approximately $6.0-7.0 million per year. This measure had an automatic sunset in 2025 in DRAFT 160 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
which Measure I-24 renewed the tax measure indefinitely. Measure I-24 is a general tax intended to fund the City’s street repair, maintenance, and rehabilitation projects.
In 2020, the voters of Paso Robles approved Measure J-20, a one-cent supplemental SST. Like Measure E-12, Measure J-20 is a general tax with the main priorities towards fire and emergency services, police services, and street repair and maintenance, as approved by City Council in Resolution 20-118.
City Facility Repair & Replacement Fund
Established in FY 2018-19, this fund was created as a general funded set aside account to help fund major repairs and/or replacements of City parks, facilities, and trail amenities.
Development Impact Fees (DIF)
Development impact fees are assessed and collected which are used to construct public facilities due to the need for expanded services. Fees are collected for transportation, public safety facilities, general government facilities, parks and recreation facilities, library facilities, bridge development, storm drain development, bike and pedestrian pathways, and water and sewer connections and are restricted to the use of expanding said facilities.
Transit Fund
Funds used specifically for transit maintenance and improvement projects as specified by the Transportation Development Act.
Road Maintenance and Rehabilitation (SB1)
Revenue source is a part of the taxation of fuel and vehicle registration as passed by State legislature through Senate Bill 1. This revenue source provides funding for roadway maintenance, repair, and reconstruction.
Federal, State, and Local Grants
Federal, State, and Local Grants: The City actively seeks grants to fund—at least in part—some of the more costly CIP projects. These grants include, but are not limited to, Trade Corridor Enhancement Program (TCEP), Highway Bridge Program (HBP), Urban State Highway Account (USHA), Regional State Highway Account (RSHA), and Highway Safety Improvement Program (HSIP).
Summary of Appropriations by Funding Sources for Fiscal Years 2026-27 through 2030-31 FUNDING SOURCE FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
AIRPORT FUND
BIKE/PEDESTRIAN PATH DIF FUND
CIP FUND RESERVES
CITY HALL DEVELOPMENT FUND
FACILITY REPLACEMENT FUND
GENERAL FUND
GENERAL GOVERNMENT DIF FUND
GRANTS
DRAFT 161 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
FUNDING SOURCE FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
LIBRARY DIF FUND
SUPPLEMENTAL SALES TAX FUND
PARKS AND RECREATION DIF FUND
RMRA FUND (SB 1)
SOLID WASTE FUND
STORMWATER DIF FUND
TRANSPORTATION DIF FUND
TRANSIT FUND
WASTEWATER FUND
WATER FUND
TOTAL CAPITAL IMPROVEMENT PROGRAM
Annual Road Repair and Maintenance Program
The City Council Strategic Goals and Priorities include key infrastructure repair, rehabilitation and construction projects that support quality of life, public safety, and economic development. In other words, the City’s Road Repair and Maintenance Program has been, and continues to be a top priority for the City. The Economic Development Strategic Plan acknowledges the vital role that well-maintained roads play in supporting economic prosperity. The report states:
Local streets act as a “red carpet” for residents, visitors and those interested in doing business in Paso Robles. Wellmaintained roadways reflect the City’s fiscal stewardship, foresight, and economic prosperity. A robust transportation network encourages efficient goods movement and provides easy access for prospective customers … Prioritizing available resources for this infrastructure work will pay dividends for the economic vitality of the community and enhance business attraction efforts.
It is estimated that the City has approximately $350 million in deferred road repair needs (this figure includes the underlying City-owned utilities that will need to be replaced in tandem with the road repairs). Over the past 12 years, on average, $5.2 million has been expended on road rehabilitation annually. At this rate, it would take 68 years to rehabilitate every deferred road repair. As such, to have the most positive impact on road conditions, not only does the Pavement Condition Index need to be considered, but also the estimated cost of any project as compared to projected Measure I-24 revenues.
The Pavement Condition Index (PCI) is the numerical index between 0 and 100, with 100 being best, that is used to indicate the general condition of a pavement section. Paso Robles, prior to investing in road repair and maintenance, averaged a PCI under 50, citywide. In the 12 years of Measure E-12 funded projects, the citywide PCI average has increased to 55 with $-
$2
$4
$6
$8
$10
$12
$14
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Millions
Fiscal Year End
Road Maintenance Expenditure History
DRAFT 162 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
westside streets averaging 47 and eastside streets averaging 61. Alleyways average a PCI of 45. For context, California cities as a whole average a PCI of 62; San Luis Obispo County cities average 60; and the City of Atascadero average PCI is
48. Measure I-24 does not include a sunset clause, meaning there is no date-specific timeline to identify specific street projects like there was with Measure E-12. To provide a more flexible and responsive planning framework, staff proposed a shift from the previously used Six-Year Street Plan to a rolling Five-Year Capital Improvement Plan. Under this approach, new road projects will be added to the end years of the plan with each two-year budget cycle. This structure allows the City Council to regularly reassess priorities, respond more quickly to emerging repair needs, and adjust the plan as new or additional funding becomes available. The rolling CIP will ensure that Measure I-24 revenues are strategically invested in a way that supports long-term, adaptable infrastructure planning and is reflective of best practices for municipal capital improvements.
Additionally, the previously adopted Six Year Street Plans assigned projects and funding to specific fiscal years. Design and engineering of a road repair project did not begin until the assigned fiscal year when the total estimated cost of the project was included in the capital improvement budget. This strategy created gaps where design, engineering, plans, specifications and estimates needed to be prepared, bid and contracted before construction work could begin. Using this same scenario, a road repair project that is assigned to Fiscal Year 2025-26 may not break ground until 2027. The passage of Measure I-24 creates an opportunity to restructure project funding and accelerate progress. By allocating funds across all project phases, multiple projects can advance simultaneously, each at a different stage of development. This approach ensures continuous workflow, minimizing downtime and eliminating periods without active repair work. As a result, it is anticipated that the average investment in road repair will increase from an average of $5.2 million per year to $15.4 million per year.
Many of the “number” and “tree” streets will require complete reconstruction (the most expensive type of road repair) due to the very poor conditions of the asphalt. This work will also require curbs, gutters, and Americans with Disabilities Act improvements where necessary. One complete road reconstruction project could consume a full year’s projected Measure I-24 revenue.
The roads identified below were selected through a cost-benefit analysis that considered the estimated project costs relative to the scope of work, with the objective of prioritizing repairs that maximize community benefit by addressing larger areas. Staff evaluated roads needing repair using four critical evaluation criteria: 1) Pavement Condition Index (PCI), 2) the need to replace underground infrastructure, 3) connection to already repaired roads, and 4) the cost of the repair project as balanced against the impact to the community.
Road Segment/Location FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Riverside Ave (17th to 24th) $ 1,400,000 $ - $ - $ - $ - Creston Road- Phase II (Orchard to Niblick) 6,735,700 - - - - 16th, 18th, 30th, 32nd, 36th Streets (Vine to Spring) 425,000 - - - - Orchard Bungalow Area- Phase 1
(Walnut, Osos Way, Vista Grande, Tranquil Hills, Orchard Dr, Burro Verde, Trigo Lane, Jackson Dr, Shannon Hill)
7,225,000 - - - -
Capitol Hill/Ferro Lane 1,500,000 - - - -
Orchard Bungalow Area- Phase 2 250,000 6,000,000 - - -
Airport Road (Hwy 46E to ~1 mile north) 150,000 600,000 - 5,200,000 - Park Street (14th to 24th), Pine Street (14th to 23rd)
14th, 15th, 22nd & 23rd Streets (Spring to Pine) 250,000 - 13,000,000 - - Fresno Street, Hilltop Drive, Grove Street, Vine St (10th to 13th) - 100,000 250,000 6,000,000 - Vine Street (13th to 16th), 4th Street (Vine to Spring) - - 500,000 1,650,000 - Olive & Chestnut Streets (12th to 16th)
13th,14th, 15th Streets (Chestnut to Vine) - - - 800,000 6,300,000 Total Road Maintenance $17,935,700 $ 6,700,000 $13,750,000 $13,650,000 $ 6,300,000 DRAFT 163 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Map of Road Repair Plan Approved by City Council on September 16, 2025 DRAFT 164 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Transportation Projects
The City’s infrastructure program continues to represent one of the most significant and long-term investments within the Capital Improvement Program (CIP). Infrastructure projects are inherently complex, often requiring multi-year planning, environmental review, design, right-of-way coordination, utility relocation, and phased construction efforts before completion. In many cases, these projects involve costs in the multi-million-dollar range and cannot be funded solely through local revenue sources. As a result, the City actively pursues and relies upon partnerships and financial assistance from state and federal agencies, as well as competitive grant opportunities, in order to advance critical transportation, circulation, pedestrian safety, and bridge improvement projects throughout the community.
The current CIP includes several major infrastructure projects that are underway or in active development. These efforts include the Signal Synchronization and Optimization Project intended to improve traffic flow and operational efficiency along key corridors; the Mill Road Parallel Route and
Annexation Project to support future circulation and growth needs; and multiple intersection enhancement projects at Spring Street/17th Street, Spring Street/6th Street, Nickerson Drive/Trail Entrance, Union Road/Montebello Oaks Drive, and Myrtlewood Drive/Creston Road aimed at improving
pedestrian safety. These projects are fully funded and do not need additional appropriations at this time.
Beginning in 2021, in order to comply with the requirements of the Americans with Disabilities Act (ADA) and limit liability exposure as a public property owner, the City continues implementation of its ADA Transition Plan. The Transition Plan identifies areas where existing public infrastructure does not meet current ADA accessibility standards and establishes a long-term strategy for achieving compliance. While the City has invested significant resources into ADA-related improvements over the past several years, additional work remains due to the age of much of the City’s infrastructure and the continued evolution of ADA requirements over time. Since FY 2021-22, the City has been setting aside funding toward implementation of ADA compliance projects, including upgrades and reconstruction of existing infrastructure. The adopted two-year budget continues this commitment, including a $50,000 allocation per year. Fiscal Year 2026-27 appropriations will be used towards the Barney Shwartz Park handrail and signage replacements. Specific project locations and recommended improvements in future years will continue to be presented to City Council for approval.
Collectively, these projects reflect the City Council’s ongoing commitment to investing in core public infrastructure, improving mobility throughout the community, supporting economic development, and addressing long-term maintenance and operational needs. Detailed project descriptions, estimated costs, funding sources, and implementation timelines for each infrastructure project are provided immediately following this section.
Project Description FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 ADA Transition Plan $ - $50,000 $50,000 $50,000 $50,000 24th Street Bridge 10,800,000 9,100,000 - - -
12th Street Sidewalk Repairs/Improvements 600,000 - - - - Niblick Road Corridor 100,000 14,707,500 - - -
Highway 46 West/US 101 Roundabout - - 29,000,000 - -
North River Road Bike/Pedestrian Path - - 13,800,000 - - Huer Huero Creek Bridge and Roundabout - - - 30,000,000 - Union Road Over/Undercrossing at Union Road 465,000 - - - 71,000,000 Total Transportation Infrastructure $11,965,000 $23,857,500 $42,850,000 $30,050,000 $71,050,000 DRAFT 165 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0084 - 24th Street Bridge Rehabilitation and Expansion Project Type: Transportation
Location: 24th Street and Riverside Ave
Project Phase: Near Construction
Estimated Completion Date: 2027-28
Funding Source: Various (see below)
Project Description:
Activity-to-Date
Est. FY 25-26
Carryover FY 26-27 FY 27-28 Total
Funding Sources
General Fund 125,773 - - - 125,773
SST 1,110,031 - - - 1,110,031
TIF - - 2,500,000 800,000 3,300,000
Sewer Fund - 300,000 - - 300,000
Federal Grant 1,127,190 889,523 8,300,000 8,300,000 18,616,713 Total 2,362,994 1,189,523 10,800,000 9,100,000 23,452,517 Project Expenditures
PS&E 1,392,536 23,953 - - 1,416,489
Pedestrian Improvements 760,971 - - - 760,971
Lift Station Rehabilitation - 300,000 - - 300,000
ROW Acquisition 111,103 749,477 - - 860,580
Construction - - 10,800,000 8,300,000 19,100,000
Other Miscellaneous 52,836 161,641 - - 214,477
Contingency - - - 800,000 800,000
Total 2,317,446 1,235,071 10,800,000 9,100,000 23,452,517 The 24th Street Bridge Project consists of the replacement and widening of the existing bridge structure in order to improve long-term safety, traffic operations, and multimodal connectivity along this important transportation corridor and gateway into the community. The project includes construction of a wider bridge featuring two travel lanes, a center turn median, dedicated bicycle lanes in both directions, and pedestrian sidewalks to improve accessibility and circulation for all users. In addition to the transportation improvements, the project also incorporates ornamental fencing, decorative lighting, and aesthetic enhancements intended to improve the visual character of the corridor.
The City has received notice from the Highway Bridge Program (HBP) that approximately $16.7 million in construction funding is being recommended for allocation during fiscal years 2026-27 and 2027-28, contingent upon completion of the required right-of-way acquisition process.
DRAFT 166 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0211 - 12th Street Sidewalk Repair and Improvements
Project Type: Transportation
Location: 12th Street (Spring/Pine)
Project Phase: Near Construction
Estimated Completion Date: FY 2026-27
Funding Source: Transit Fund
Description or Justification:
Activity-to-Date
Est. FY 25-26
Carryover FY 26-27 Total
Funding Sources
Transit Fund 21,213 38,787 600,000 660,000
Total 21,213 38,787 600,000 660,000
Project Expenditures
Planning Phase 21,213 1,972 - 23,185
Construction - - 600,000 600,000
Other Miscellaneous - 36,815 - 36,815
Total Budget 21,213 38,787 600,000 660,000
DRAFT 167 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0138 - Niblick Road Complete and Sustainable Bike and Pedestrian Streets Project Type: Transportation
Location: Niblick Road
Project Phase: PAED
Estimated Completion Date: 2027-28
Funding Source: Various (see below)
Description or Justification:
Activity-to-Date
Est. FY 25-26
Carryover FY 26-27 FY 27-28 Total
Funding Sources
General Fund 526,600 - - - 526,600
TIF 53,511 - - 2,750,800 2,804,311
Transit Fund - - 100,000 190,700 290,700
ATP Grant 546,571 1,737,915 - 11,766,000 14,050,486
Total Funding Sources 1,126,682 1,737,915 100,000 14,707,500 17,672,097 Project Expenditures
Planning Phase 254,576 - 100,000 - 354,576
Project Approval & Environmental 608,294 2,001,727 - - 2,610,021 Plans, Specifications, Estimates - - - 1,459,500 1,459,500 Construction - - - 13,248,000 13,248,000
Total Project Budget 862,870 2,001,727 100,000 14,707,500 17,672,097 The Niblick Road Corridor Project encompasses approximately 1.7 miles between Spring Street and Creston Road and is intended to improve safety, accessibility, and multimodal connectivity along one of the City’s busiest arterial roadways. The corridor serves a wide range of residential, commercial, educational, and recreational uses and currently experiences significant vehicle, pedestrian, and bicycle traffic. Existing conditions include incomplete Class II bicycle lanes, outdated ADA curb ramps, gaps in sidewalk connectivity, and limited separation between bicyclists and high-volume vehicle traffic. The project also seeks to address numerous conflict points between motorists and bicyclists at commercial driveways and intersections throughout the corridor.
The City has successfully secured grant funding to advance the project and is currently proceeding with final design and environmental documentation efforts necessary to prepare the corridor for construction. Current work includes development of detailed engineering plans, refinement of multimodal improvements, and completion of required environmental clearances and permitting activities. Construction is anticipated to begin in FY 2027-28 and will represent a major investment toward enhancing roadway safety, ADA accessibility, pedestrian connectivity, and bicycle infrastructure along the Niblick Road corridor.
DRAFT 168 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0207 - Highway 46 West/US 101 Roundabouts (Phase III)
Project Type: Transportation
Location: Highway 46 West
Project Phase: PS&E
Estimated Completion Date: 2028-29
Funding Source: SLOCOG Grant
Description or Justification:
Activity-to-Date
Est. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 Total
Funding Sources
Grants 721,251 1,876,554 - - - 2,597,805
Unsecured - - - - 29,000,000 29,000,000
Total 721,251 1,876,554 - - 29,000,000 31,597,805
Project Expenditures
PAED 179,892 - - - - 179,892
PS&E 541,359 1,876,554 - - - 2,417,913
Construction - - - - 29,000,000 29,000,000
Total 721,251 1,876,554 - - 29,000,000 31,597,805
The third phase of the U.S. Highway 101 and State Route 46 West Interchange Project is intended to improve regional traffic operations, reduce congestion, and enhance safety at one of the most critical transportation corridors within the North County region. The project includes modernization of the off and on ramps configuration through construction of single-lane roundabouts and related roadway improvements.
In 2009, the City received approval from Caltrans for the Project Study Report and environmental documentation associated with the interchange improvements. In 2020, the SLOCOG commissioned an updated feasibility analysis which concluded that roundabouts could adequately accommodate future traffic demands without widening the existing Highway 101 undercrossing. The environmental documentation is currently being updated in coordination with Caltrans and SLOCOG in order to make the project “shovel ready.” Funding for the environmental and design-related phases of the project has been provided entirely through SLOCOG, resulting in no net fiscal impact to the City for those efforts. However, construction of the interchange improvements remains dependent upon securing future state and federal transportation grant funding.
DRAFT 169 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0211 - North River Road Bike and Pedestrain Path/Trail Project Type: Transportation
Location: North River Road
Project Phase: Design
Estimated Completion Date: 2028-29
Funding Source: Various (see below)
Description or Justification:
Activity-to-Date
Est. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 Total
Funding Sources
General Fund 1,000,000 - - - - 1,000,000
Grant 208,663 1,021,337 - - - 1,230,000
Transit Fund - - - - 1,062,000 1,062,000
TIF - - - - 738,000 738,000
Bike/Ped DIF - - - - 128,600 128,600
Unsecured - - - 11,871,400 11,871,400
Total 1,208,663 1,021,337 - - 13,800,000 16,030,000
Project Expenditures
Design 288,428 1,941,572 - - - 2,230,000
Construction - - - - 13,800,000 13,800,000
Total Budget 288,428 1,941,572 - - 13,800,000 16,030,000 The North River Road Bike/Pedestrian Path Project is a proposed Class I multi-use trail facility intended to improve pedestrian and bicycle connectivity along the North River Road corridor. The project would construct a paved, offstreet pathway physically separated from vehicle traffic, extending from the existing Class I path termination near the 13th St Bridge and Union Rd north along North River Rd to approximately River Oaks Dr. This project also represents a critical component of the City’s long-term “Grand Loop” vision, which is intended to establish an interconnected network of trails, sidewalks, bicycle facilities, and recreational corridors throughout the community.
As of Spring 2026, the project is currently funded through the planning and design phase, with work ongoing to further refine the proposed alignment and prepare the project for future implementation opportunities. Construction funding for the estimated $13.8 million project has not yet been secured and will require additional state and federal grant assistance, along with other potential outside funding sources, in order to advance the project into construction.
DRAFT 170 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0151 - Huer Huero Creek Bridge and Roundabout
Project Type: Transportation
Location: "New" Airport Road
Project Phase: PS&E
Estimated Completion Date: 2029-30
Funding Source: Various (see below)
Description or Justification:
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 Total
General Fund 1,030,000 - - - - - 1,030,000
Transit Funds 294,490 - - - - - 294,490
TIF 1,841,632 697,874 - - - - 2,539,506
Unsecured - - - - - 38,000,000 38,000,000
Total 3,166,122 697,874 - - - 38,000,000 41,863,996
Project Expenditures
Planning Phase 40,046 - - - - - 40,046
PS&E 1,801,586 697,874 - - - - 2,499,460
ROW Acquisition 7,000 1,023,000 - - - - 1,030,000
Construction 294,490 - - - - 38,000,000 38,294,490
Total Budget 2,143,122 1,720,874 - - - 38,000,000 41,863,996 In 2019, the City entered into an agreement with Wallace Group to prepare the Project Approval and Environmental Documentation (PAED) phase of the project, which has since been completed. In 2021, the City entered into a subsequent agreement with Wallace Group to prepare the Plans, Specifications, and Estimates (PS&E) phase, which is now nearing completion. The next major phase of the project includes right-of-way acquisition activities necessary to support future construction.
The project has been intentionally phased and timed in coordination with broader circulation and development planning efforts occurring within the eastern portion of the City, including the anticipated infrastructure improvements associated with the The Landing project area. At this time, funding for the construction phase of the project has not yet been secured.
Current estimates place total construction costs at approximately $38 million, which will require a combination of future state and federal grant assistance, developer participation, Development Impact Fee funding, and other outside funding sources in order to advance the project to construction.
Funding Sources
DRAFT 171 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
X0007 - Union Road/Highway 46 East Overcrossing (or Undercrossing) Project Type: Transportation
Location: Union Road/Hwy 46E
Project Phase: PS&E
Estimated Completion Date: 2030-31
Funding Source: Various (see below)
Description or Justification:
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
Funding Sources
General Fund 868,000 - - - - -
Transit Funds - 1,000,000 - - - - -
TIF 902,255 1,350,000 465,000 - - - -
Grant 563,699 1,525,100 - - - - -
Unsecured - - - - - - 71,000,000
Total 2,333,954 3,875,100 465,000 - - - 71,000,000
Project Expenditures
PS&E 2,952,370 - - - - -
ROW Acq. 600,000 - - - - 23,000,000
Feasibility Study - - 465,000 - - - -
Construction - - - - - - 48,000,000
Total 2,656,684 3,552,370 465,000 - - - 71,000,000
The Union Road and Highway 46 East Overcrossing Project is a long-term regional circulation improvement intended to reduce congestion and improve traffic operations in the north-eastern portion of the City. The project consists of a new roadway crossing over Highway 46 East and related improvements. The project remains in the planning stage due to its complexity, environmental requirements, right-of-way needs, and significant cost. Current planning-level estimates place total project costs at approximately $71 million and will require significant assistance from state and federal grants, regional partnerships, development impact fees, and developer participation to move forward.
Over the years, the City has pursued several state grant opportunities to advance the project; however, funding applications have been unsuccessful due to the highly competitive nature of major transportation infrastructure programs. As a result, staff is now exploring alternative crossing concepts that may reduce costs and improve project feasibility. Included in the FY 2026-27 Capital Improvement Program is approximately $465,000 for an undercrossing feasibility study to evaluate potential alternative crossing options.
DRAFT 172 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Stormwater Projects
Stormwater management has increasingly evolved due
to the growing complexity of federal and state regulatory requirements, aging infrastructure, environmental
mandates, and the significant costs associated with
maintaining and upgrading storm drain systems. Unlike
traditional enterprise operations such as water or
wastewater utilities, the State of California does not
currently allow a dedicated stormwater utility fee to fund these activities. Instead, stormwater operations,
maintenance, regulatory compliance, and capital
improvements are largely funded through General Fund
resources, making large-scale stormwater rehabilitation projects difficult to advance given the many competing
service and infrastructure priorities.
The City’s Stormwater Division operates in compliance with the federal Clean Water Act and related stormwater regulations intended to reduce pollutants and urban runoff entering local waterways. The program’s primary objective is to minimize the impacts of stormwater runoff entering the City’s storm drain system and ultimately discharging into local creeks, drainages, the Salinas River, and eventually the Pacific Ocean. The Stormwater Division carries out a wide range of activities including public education related to water quality, monitoring and enforcement of illegal discharges, water quality testing at storm drain outlets, implementation of best management practices for development and municipal operations, and management of stormwater runoff into local waterways and drainage systems. Much of the City’s stormwater infrastructure was constructed decades ago and requires ongoing rehabilitation, repair, and modernization efforts.
To better prioritize future capital needs and improve long-term planning efforts, the City is also advancing preparation of a comprehensive Storm Drain Master Plan. The Master Plan is intended to evaluate the overall condition and capacity of the City’s stormwater infrastructure system, identify deficiencies and high-priority improvement areas, and establish phased rehabilitation and replacement strategies. In addition, the plan will provide staff with more refined project scopes improving the City’s ability to pursue future grant funding opportunities. Below are several basin and drainage improvement projects currently identified for rehabilitation, with project costs generally including design services, construction, bank stabilization, pipe realignment, erosion control measures, and related stormwater infrastructure improvements.
Project Location Est. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
23rd St and Vine St Drainage Improvements $30,000 $ - $300,000 $ - $ - $ - Storm Drain Master Plan Phase II - 212,000 - - - -
North River Rd Slope Repair - 100,000 - - - -
21st St Green Street/Median Repairs - 80,000 - - - -
Downtown/City Park Drainage Improvements - 50,300 200,000 - - - Melody Basin Retrofit - - 100,000 1,000,000 - -
Grand Canyon Basin Retrofit - - - 100,000 1,000,000 -
Oriole Basin Reconstruction - - - 100,000 - -
14th St and Railroad St Basin Rehabilitation - - - - 100,000 1,000,000 South River Road Anchored Mesh - - - - - 150,000
Total Stormwater Projects $30,000 $442,300 $600,000 $1,200,000 $1,100,000 $1,150,000 DRAFT 173 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Parks and Recreation and Quality of Life Projects
The City’s parks and recreational facilities are an important part of the City’s overall quality of life. These amenities provide spaces for recreation, youth and adult sports, aquatics, community events, social gatherings, and outdoor activities that support the health and well-being of residents and visitors alike. In addition to recreational benefits, well-maintained parks and facilities contribute to neighborhood vitality, tourism, and the overall attractiveness of the community.
Funding for park and recreation capital
improvements continues to be challenging. Similar
to stormwater infrastructure, there are limited
dedicated revenue sources available to support
ongoing rehabilitation and replacement of aging
facilities. Although grant opportunities periodically
become available, they are often highly
competitive and typically focused on specific types
of improvements. As a result, many park-related
capital projects rely heavily on General Fund
support and must be balanced alongside other City
infrastructure and service priorities during the
budget process.
The Capital Improvement Program (CIP) includes a
range of maintenance, rehabilitation, and facility
improvement projects intended to preserve the
usability, safety, and appearance of the City’s park
system. Current fully funded projects include the
Sherwood Park turf and irrigation upgrades and the Riverwalk Lighting Project. Planned projects over the next five years include barbecue replacements, walking path and handrail improvements, signage upgrades, improvements to the Centennial and Municipal Pool facilities, and bleacher replacements at Centennial Gym and Robbins Field. However, it should be noted that the Larry Moore Park Rehabilitation project is currently dependent on securing additional outside funding sources, including grants and partnership opportunities, before they can move forward into construction.
Collectively, the projects identified within the Parks and Recreation section of the CIP reflect the City’s continued commitment to maintaining and enhancing community amenities that contribute to the overall quality of life in Paso Robles. While many of these projects are relatively modest in scale, they play an important role in maintaining recreational amenities and enhancing the overall user experience throughout the community. Detailed project descriptions are provided immediately following this section of the report.
Project Location Est. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
Barney Schwartz Park $ 99,252 $ 129,500 $ 79,500 $ - $ - $ 15,000 Centennial Park/Pool 299,837 91,600 100,000 500,000 - - Larry Moore Park 631,630 - - - 8,000,000 -
Municipal Pool - 213,700 200,000 - 25,000 -
Robbins Field 25,000 80,000 500,000 - - -
Total Parks and Recreation Projects $ 1,055,719 $ 514,800 $ 879,500 $ 500,000 $ 8,025,000 $ 15,000 DRAFT 174 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Barney Schwartz Park
Project Type: Parks & Recreation
Location: Barney Schwartz Park
Project Phase: N/A
Estimated Completion Date: Ongoing
Funding Source: Facility Replacement
Rec Foundation
Description or Justification:
Est. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
Project Expenditures
43,366 - - - - -
Shade Cloth Replacement 55,886 - - - - -
- 50,000 - - - -
Walking Path Repairs - 79,500 79,500 - -
Retaining Wall Replacement - - - - - 15,000
Total 99,252 129,500 79,500 - - 15,000
Barney Schwartz Park is one of the premier recreational facilities in the City of Paso Robles, serving as a regional destination for youth and adult sports, community events, and outdoor recreation. The approximately 40-acre sports complex features lighted softball and baseball fields, soccer fields, basketball courts, playgrounds, picnic areas, walking paths, and open space amenities designed to support a wide range of recreational activities. The park also serves as a major venue for tournaments and community gatherings, contributing to local tourism and economic activity through sports-related travel and events. Its location adjacent to the City’s retail and hospitality corridor further enhances its role as a key community asset and recreational hub for residents and visitors alike.
As part of the City’s Capital Improvement Program, several maintenance and infrastructure improvement projects are planned at Barney Schwartz Park to address aging facilities and maintain the park’s long-term functionality. Currently budgeted improvements include concession stand and countertop replacements, as well as shade cloth replacement within the sports complex. Additional projects programmed for the next fiscal year include replacement of handrails and park signage to improve safety, accessibility, and wayfinding throughout the facility. The CIP also includes approximately $159,000 over the next two years for walking path repairs associated with ongoing wear and surface deterioration. In addition, the City has identified the need for future retaining wall replacement improvements within the fifth year of the Capital Improvement Program in order to proactively plan for longer-term infrastructure maintenance needs at the facility.
Concession Stand Countertops
Replacement
Handrail and Signage
Replacement
DRAFT 175 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Centennial Park and Aqautics
Project Type: Parks & Recreation
Location: Centennial Park
Project Phase: N/A
Estimated Completion Date: Ongoing
Funding Source: Facility Replacement
Description or Justification:
Est. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 Total
Project Expenditures
Wading Pool Replaster 20,000 - - - - 20,000
BBQ Replacement 247,689 65,600 - - - 313,289
32,148 26,000 - - - 58,148
Pool Deck Replacement - - 100,000 - - 100,000
Restroom Replacement - - - 500,000 - 500,000
Total 299,837 91,600 100,000 500,000 - 991,437
Centennial Park is one of the City’s primary community recreation facilities, providing a wide range of indoor and outdoor amenities that support recreational programming, community events, youth activities, and public gatherings. The park includes sports fields, basketball courts, playgrounds, picnic areas, and the Centennial Gymnasium, which hosts youth sports leagues, fitness programs, and community activities throughout the year. In addition to its recreational amenities, Centennial Park serves as an important hub for the City’s aquatics program through the adjacent Centennial Pool facility.
This facility provides year-round swim lessons, lap swimming, recreational swimming, water fitness classes, lifeguard training, and competitive aquatics opportunities for residents of all ages. Collectively, the park and aquatics facilities play a significant role in promoting community health, recreation, youth development, and overall quality of life within Paso Robles.
Current-year projects include approximately $20,000 for replastering of the wading pool to address surface deterioration and extend the useful life of the facility. The City is also proceeding with barbecue replacement improvements as a remedy associated with a previous State grant award requirement.
Additional planned capital improvements include replacement of pool filtration and chlorine systems to improve operational reliability and maintain water quality standards, along with future deck replacement and restroom facility upgrades. These projects are intended to address ongoing wear associated with heavy seasonal use while maintaining the functionality, safety, and usability of the park and aquatics facilities for the community.
Pool Filtration/Chlorine
Replacement
DRAFT 176 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0230 - Larry Moore Park Revitalization
Project Type: Parks & Recreation
Location: Larry Moore Park
Project Phase: Design
Estimated Completion Date: FY 29-30
Funding Source: Various (see below)
Description or Justification:
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 FY 29-30 Total
Funding Sources
General Fund 783,100 - - - - - 783,100
P&R DIF - 70,450 - - - 800,000 870,450
Unsecured - - - - - 7,200,000 7,200,000
Total 783,100 70,450 - - - 8,000,000 8,853,550
Project Expenditures
CEQA 105,022 39,022 - - - - 144,044
Design 113,051 594,447 - - - - 707,498
Construction - - - - - 8,000,000 8,000,000
Other Misc. 1,848 160 - - - - 2,008
Total 219,921 633,629 - - - 8,000,000 8,853,550
The LMP Revitalization project is intended to transform the aging neighborhood park into a larger community-serving recreational facility while still maintaining neighborhood compatibility. The proposed revitalization includes: two lighted youth baseball/softball fields; a shared-use rectangular turf field for soccer and other sports; expanded playground areas; basketball courts and outdoor fitness amenities; picnic and gathering areas; improved restrooms and storage facilities; trail connections to the Riverwalk system; and approximately 97 parking spaces designed below grade to minimize visual and lighting impacts to nearby homes.
The revitalization effort also responds to the City’s growing demand for youth sports facilities and expanded park amenities. The project is envisioned as a long-term investment in community recreation and quality of life, providing additional athletic fields and recreational opportunities for residents citywide.
At this time, the Larry Moore Park Revitalization Concept does not have an identified funding source and includes approximately $7.2 million in currently unfunded capital project costs within the City’s long-range Capital Improvement Program.
DRAFT 177 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Paso Robles Municipal Pool
Project Type: Parks & Recreation
Location: Municipal Pool
Project Phase: N/A
Estimated Completion Date: Ongoing
Funding Source: Facility Replacement
Aquatics DIF
Description or Justification:
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total
Project Expenditures
Therapy Pool HVAC Replacement 100,000 - - - - 100,000
Reseal/pave Parking Area 13,700 - - - - 13,700
Outdoor Pool Deck Replacement 100,000 200,000 - - - 300,000 Paint Large Locker Room - - - 25,000 - 25,000
Total 213,700 200,000 - 25,000 - 438,700
Paso Robles Municipal Pool (“Munipool”) has served generations of residents and families as one of the community’s longstanding recreational and aquatics facilities. For decades, the facility has provided swim lessons, recreational swimming, youth programming, and seasonal community activities, making it an important part of the City’s parks and recreation system and a valued community asset. The facility is also strategically located on the north side of the community, providing convenient access to recreational and aquatics services for surrounding neighborhoods and helping maintain geographic balance in the City’s overall park and recreation system. However, the facility is also showing its age. Much of the infrastructure is outdated and increasingly difficult to maintain, requiring ongoing repairs and operational investments to keep the facility functional and safe for public use.
Adding to the long-term uncertainty surrounding the facility is the fact that the underlying property is owned by the Paso Robles Joint Unified School District rather than the City. While the City has historically operated and maintained the pool through cooperative arrangements, the recent completion of the Paso Robles High School aquatics facility has introduced broader questions regarding the future role, long-term viability, and potential reinvestment needs associated with Munipool. At this time, the future of the facility remains uncertain, and any significant capital investment will likely need to be evaluated in the context of long-range community recreation needs and partnership opportunities.
DRAFT 178 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Robbins Field
Project Type: Parks & Recreation
Location: Robins Field
Project Phase: N/A
Estimated Completion Date: Ongoing
Funding Source: Facility Replacement
Description or Justification:
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 Total
Project Expenditures
Backstop Replacement 143 24,858 - - - 25,001
Bleacher Replacement - - 80,000 - - 80,000
Restroom Replacement - - - 500,000 - 500,000
Total 143 24,858 80,000 500,000 - 605,001
Robbins Field is one of Paso Robles’ historic community athletic facilities and has long served as an important venue for youth baseball, softball, and community recreation activities. Located adjacent to the City Park and downtown area, the facility has supported generations of local athletic programs, tournaments, and community events, making it a wellrecognized part of the City’s parks and recreation system. Due to its age and consistent year-round use, several facility components are reaching the end of their useful life and require reinvestment to maintain functionality, safety, and the overall user experience.
As part of the City’s Capital Improvement Program, the City is planning to replace the existing bleachers in the upcoming fiscal year to address aging infrastructure, improve accessibility, and enhance overall spectator accommodations. In the following fiscal year, replacement of the restroom facilities is also anticipated in order to improve reliability, functionality, and compliance with current accessibility standards. These improvements are intended to maintain the long-term usability of the facility and support continued recreational programming within the community.
DRAFT 179 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
City Facility Projects
Facility-related capital projects play a critical role in maintaining the City’s ability to provide reliable public services, support employee operations, and preserve long-term public assets. Unlike infrastructure improvements that are highly visible to the community, facility maintenance and repair projects are often less noticeable but remain essential to the day-to-day functionality of municipal operations. City facilities support a wide range of services including public safety, recreation, transit, administration, library services, fleet operations, and public works activities. As facilities age, deferred maintenance needs continue to grow, requiring strategic reinvestment to maintain operational reliability, extend asset life, improve safety, and avoid more costly emergency repairs in the future.
One of the most significant long-range facility projects is development of a new Corporation Yard facility.
Existing maintenance and operations facilities have
become increasingly constrained due to workforce
growth, fleet expansion, equipment storage
limitations, and evolving operational requirements.
Currently in design, and planned adjacent to Fire
Station No. 3, the new Corporation Yard is intended to
improve operational efficiency, provide adequate
workspace and storage capacity, enhance safety, and
support the long-term needs of Public Works and maintenance operations. The project is currently fully funded, with construction anticipated within the next several years.
Additional facility projects within the CIP focus on preserving and rehabilitating existing City-owned buildings. This includes roof replacement projects at the Senior Center/Veterans Memorial Building and Transit facilities to address aging roofing systems and protect public assets from continued deterioration and water intrusion.
Security enhancement projects are also becoming
increasingly important across City facilities. Investments in building security, access controls, surveillance systems, and related infrastructure are necessary to improve employee safety, protect public assets, and maintain operational continuity. These improvements also support broader
organizational efforts related to emergency preparedness and facility modernization.
The CIP further includes long-term planning efforts associated with Fire Station 2 and Fire Station 3. Future remodel and expansion planning for Fire Station 2 is intended to address aging infrastructure, operational limitations, and evolving public safety service demands. In addition, Phase 3 improvements at Fire Station 3 continue the City’s efforts to expand and modernize public safety infrastructure in response to community growth and emergency response needs. However, these future public safety facility improvements, along with several roadway maintenance projects, remain subject to long-term funding considerations associated with the sunset provisions of Measure J-20.
Collectively, these facility-related projects represent long-term investments in the City’s operational sustainability and service delivery capabilities. While these projects often compete with other capital priorities, proactive investment in facility maintenance, modernization, and expansion helps preserve public assets, improve organizational efficiency, and position the City to continue meeting community needs over time.
DRAFT 180 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Centennial Park Facility Projects
Project Type: Facility
Location: Centennial Park
Project Phase: N/A
Estimated Completion Date: Ongoing
Funding Source: Facility Replacement
Description or Justification:
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total
Project Expenditures
Bleacher Replacement - 100,000 - - - 100,000
Building Repainting - - 60,000 - - 60,000
Meeting Room Flooring Replaceme - - 35,000 - - 35,000
Security Enhancements - - 200,000 - - 200,000
Total - 100,000 295,000 - - 395,000
Centennial Park complex serves as one of the City’s primary indoor recreation facilities and supports a variety of community programs, recreational activities, teen center programming, and organized sports throughout the year. Due to the age and consistent use of the facility, several capital improvements have been identified to maintain functionality, safety, and overall usability.
Over the next five years, the City anticipates investing approximately $400,000 into facility-related improvements at Centennial Park. Planned projects include replacement of the existing gym bleachers to address aging infrastructure and improve spectator accommodations; exterior building repainting to preserve and maintain the facility; replacement of flooring within the meeting room areas due to ongoing wear and heavy public use; and security enhancements--similar to the planned improvements at City Hall---intended to improve facility safety and operational reliability. Collectively, these projects are intended to preserve the long-term functionality of the facility while continuing to support recreation programming and community activities.
DRAFT 181 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0204 - Corporation Yard
Project Type: Facility
Location: Union Rd/Admore Rd
Project Phase: Final Design
Estimated Completion Date: FY 2027-28
Funding Source: Various (see below)
Description or Justification:
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 Total
Funding Sources
General Fund 218,000 - - - - 218,000
General Government DIF - 9,367,100 - - - 9,367,100
Water - 2,616,000 - - - 2,616,000
Wastewater - 2,180,000 - - - 2,180,000
Proceeds from Sale 1,776,648 - - - - 1,776,648
Total 1,994,648 14,163,100 - - - 16,157,748
Project Expenditures
Design 768,382 333,500 - - - 1,101,882
Construction - 15,000,000 - - - 15,000,000
Other Misc. 26,893 28,973 - - - 55,866
Total 795,275 15,362,473 - - - 16,157,748
The City’s Corporation Yard, located at 625 Riverside Avenue, is the headquarters for Landscape, Facilities, and the Fleet Maintenance Divisions. In 2018, the property was sold and the City has been leasing the site back since then, with the lease term ending on July 31, 2027. The new Corporation Yard is to be located adjacent to Fire Station No. 3 and the future Union Road Safety Training Center at 2924 Union Road. In addition to moving current operations to the new location, the facility is also going to be expanded to accommodate Utilities Department personnel currently in City Hall, which may allow for Administrative Services Department to be housed in City Hall. The project is underway final design and anticipat construction begins late 2026. Because Utilities Department staffing is included in this construction, the funding allocation is based on the proportionate share of personnel from each fund/function. As such, water and wastewater funds will be utilized towards the construction of the facility as well as general and developer impact fees.
DRAFT 182 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Fire and Emergency Services Facility Projects
Activity-toDateEst. FY 25-26
Carryover FY 28-29 FY 29-30 FY 30-31 Total
Project Expenditures
Fire Station No. 3 7,127,124 - - - - 7,127,124
Training Tower 1,764,579 135,421 - - - 1,900,000
Public Safety Training Room - 3,100,000 - - - 3,100,000 Fire Station No. 2 - - 500,000 5,000,000 - 5,500,000
Fire Station No. 3Phase 3 (design) - - - - 500,000 500,000 Total 8,891,703 3,235,421 500,000 5,000,000 500,000 18,127,124 The City has made significant operational, staffing, equipment, and facility investments into Fire and Emergency Services, largely supported through the voter-approved Measure J-20 supplemental sales tax approved in 2020. Key investments and enhancements over the last five years include: expansion of Fire and Emergency Services staffing levels, including a dedicated paramedic squad program and strengthen emergency response capabilities; continued funding and support for a three-station fire system; increased investment in paramedic recruitment and retention through updated compensation structures and paramedic incentives approved through labor agreements in 2026, helping the City remain competitive in an increasingly difficult firefighter/paramedic labor market; investment in firefighter training and regional emergency response infrastructure, including federally-supported funding toward a regional Fire and Emergency Services Training Facility; and operational investments that contributed to the City achieving an improved ISO (Insurance Services Office) Public Protection Classification rating in 2026. Improved ISO ratings generally reflect stronger fire suppression capabilities, staffing, training, communications systems, and water supply reliability, and can positively affect insurance rates for residents and businesses. Taken together, these investments reflect a broader City strategy to modernize emergency response capabilities, maintain service levels amid community growth, improve paramedic response reliability, and enhance long-term disaster preparedness.
While the City has made significant investments in Fire and Emergency Services through Measure J-20 revenues, the measure’s automatic sunset clause in 2032 continues to create challenges for long-term planning and capital investment decisions. Many public safety facility and infrastructure projects require extensive multi-year planning, environmental review, design, and engineering efforts well in advance of construction. As stewards of taxpayer resources, the City must remain fiscally prudent when considering large-scale investments, particularly when future funding availability beyond 2032 remains uncertain. Proceeding with costly design and preconstruction activities without a reliable long-term funding source could expose the City to the risk of developing projects that ultimately cannot be constructed or sustained. Given the importance of maintaining existing Fire and Emergency Services levels, addressing future operational and facility needs, and providing long-term organizational stability, it is likely the City Council will need to consider seeking voter approval for an extension or continuation of Measure J-20 prior to the measure’s sunset, potentially as early as 2028, in order to provide sufficient time for long-range financial planning and implementation of future public safety investments.
DRAFT
Outside of 2-Year Budget Cylce
183 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
CS008 - City Library Revitalization
Project Type: Facility
Location: City Hall/Library
Project Phase: Final Design
Estimated Completion Date: FY 2027-28
Funding Source: Various (see below)
Description or Justification:
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 Total
Funding Sources
General Fund 233,500 - - - 233,500
Library DIF - 73,000 - 807,700 880,700
Unsecured - - - 2,423,300 2,423,300
Total 233,500 73,000 - 3,231,000 3,537,500
Project Expenditures
Conceptual/Final Design 35,385 271,115 - - 306,500
Construction - - - 3,231,000 3,231,000
Total 35,385 271,115 - 3,231,000 3,537,500
The Library opened in 1995 and has not undergone any significant updates to its layout, finishes, or core infrastructure, including carpeting and interior configurations. After nearly three decades of continuous use, the facility no longer fully supports current service models, community needs, or best practices for modern library spaces. The Library is the final section of the building to be modernized. Recent improvements include updates to the main lobby, the near completion of the City Hall rehabilitation project, and the upcoming City Council chamber upgrade. The Library modernization will complete the building-wide effort to update and modernize City facilities.
In April 2025, the City entered into an agreement with RRM Design Group to create a conceptual re-envisioning of the Library’s existing space, informed by prior facility studies and extensive input from the community, the Library Board, City staff, and volunteers. The re-envisioning does not include expansion of the facility or construction of new buildings, but rather a thoughtful reconfiguration and modernization of the current space. The next phase is final design, which is currently in request for proposal development. During this phase, the approved vision will be translated into detailed architectural and engineering plans, and more precise cost estimates will be developed. Completion of the design phase will position the City to advance future construction phases (“shovel ready”) and provide City Council with the necessary information to evaluate implementation timelines, project phasing, and financing options. A comprehensive funding plan for construction will be developed and presented once the design phase is complete.
DRAFT 184 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Public Safety Center and Police Facility Projects
Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 Total
Project Expenditures
Radio Communications 1,347,944 - - - - 1,347,944
License Plate Reader 100,455 - - - - 100,455
PSC Camera Upgrade 276,586 - - - - 276,586
Substation/Evidence Storage 266,020 2,324,980 - - - 2,591,000 Various PSC Facility R&M 45,892 254,108 218,000 - 30,000 548,000 Communication Center Expansion - - 752,000 - - 752,000
Records/CSO Expansion - - - 200,000 - 200,000
Total 2,036,897 2,579,088 970,000 200,000 30,000 5,815,985 The City has made substantial investments in the Police Department to enhance public safety services, modernize technology systems, and improve overall operational readiness, with many of these improvements supported through Measure J-20 revenues. Investments have included upgraded data communication radio equipment, implementation and expansion of License Plate Recognition technology, upgrades to the Public Safety Center (PSC) camera system, and continued investments in officer safety equipment, emergency response capabilities, and staffing support. Collectively, these improvements have strengthened real-time situational awareness, investigative capabilities, interagency coordination, and the Department’s ability to respond proactively to public safety incidents throughout the community.
In addition to technology investments, the Police Department has also benefited from broader City investments in public safety infrastructure, including development of a regional Fire and Emergency Services training classroom facility that supports joint training opportunities, emergency preparedness coordination, incident command exercises, and multiagency collaboration between police, fire, and other emergency response partners. These types of shared public safety investments help improve coordination during large-scale emergencies, major incidents, and disaster response operations.
While these investments have significantly strengthened Police Department operations and service capabilities, longterm planning for public safety infrastructure and technology improvements continues to be impacted by the future sunset of Measure J-20 revenues. Many public safety projects require multi-year planning, design, procurement, and phased implementation efforts, making long-range financial certainty an important consideration when evaluating future investments. The City’s five-year Capital Improvement Program includes several projects intended to support continued operational growth and modernization efforts within the Department, including expansion of the communication/dispatch center—partially supported through State grant funding—expansion of Records and Community Services Officer (CSO) office space associated with staffing growth, and various facility rehabilitation projects such as interior painting, HVAC system replacements, carpet and flooring replacement, and other building repair and maintenance (R&M) improvements. Collectively, these projects are intended to maintain reliable public safety operations, improve employee workspace functionality, and ensure City facilities continue to support the evolving needs of the Department and the community.
DRAFT 185 Attachment 1
CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Other City Facilities - Senior/Veteran's and Transit Centers Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 FY 28-29 Total
Project Expenditures
Transit Center Bathroom 17,630 82,370 620,000 - - 720,000 Sr/Veteran's Ctr Roof Replace. - 180,000 - - - 180,000
Sr Center Exterior Paint - 30,000 - - - 30,000
Transit Center Roof Replace. - 22,000 - - - 22,000
Sr Center Carpet Replace. - - - 20,000 - 20,000
Sr/Veteran's Ctr Parking Lot - - - - 100,000 100,000
Total 17,630 314,370 620,000 20,000 100,000 1,072,000
DRAFT 186 Attachment 1
Equipment
Replacement Schedules
DRAFT 187 Attachment 1
CITY OF EL PASO DE ROBLES
CAPITAL OUTLAY
Fleet and Equipment Replacement
Vehicle # Description
POLICE
ADD MOTORCYCLE 5 $ 55,000 $ -
ADD MOTORCYCLE 5 55,000 -
ADD CSO PATROL 5 68,200 -
ADD SET SEDAN 5 31,000 -
ADD SET TRUCK 5 62,000 -
ADD SET SUV 5 63,000 -
TOTAL POLICE 334,200 -
FIRE AND EMERGENCY SERVICES
223 HACKNEY BUILD UP SALES & SPARTAN CHASSIS 10 660,000 - N/A CARDIAC MONITOR/DEFIBR 8 340,200 -
N/A HURST EXTRICATION EQUIPMENT 10 31,600 -
ADD CHEVROLET TAHOE 10 86,900 -
203 CHEVROLET TAHOE 10 - 86,900
TOTAL FIRE AND EMERGENCY SERVICES 1,118,700 86,900
PUBLIC WORKS
N/A PROLINK EDGE VEHICLE DIAGNOSTICS SCAN 5 6,200 -
ADD 3/4 TON TRUCK 71,000 -
ADD LEAF VACCUM TRAILER 48,000 -
ADD TRACKED SKID STEER 109,000 -
ADD A/C RECOVERY MACHINE 15,000 -
641 2018 FORD F-250 CREWCAB 4X2 10 - 56,500
TOTAL PUBLIC WORKS 249,200 56,500
COMMUNITY SERVICES
412 KUBOTA ZD323-60 MOWER 10 22,700 -
441 VERMEER WOOD/BRUSH CHIPPER-PIONEER PK 10 30,000 -
403 JOHN DEERE 560NM GATOR TX 10 13,000 -
436 JOHN DEERE 560NM GATOR TX 10 13,000 -
454 JOHN DEERE Z945M EFI ZTRAK 5 23,000 -
ADD SMALL UTILITY TRAILER 9,000 -
ADD SELF LEVELING ATTACHMENT 12,000 -
593 2018 FORD F-250 REGULAR CAB 10 - 43,000
TOTAL COMMUNITY SERVICES 122,700 43,000
WATER OPERATIONS
N/A STANBY GENERATOR 15 44,100 -
300 2013 FORD F150 4X2 PICKUP 10 35,900 -
329 2016 FORD F-250 REGULAR CAB 4X2 10 42,000 -
313 2016 FORD F-250 4X4 CREW CAB 10 56,500 -
N/A GOULDS LINESHAFT PUMP 12WALC- FOX WELL 10 56,000 -
527 EXTENDED CAB PICKUP 10 47,600 -
ADD GENIE Z-45 ARTICULATING LIFT 92,000
N/A 6"OMNI C2 100CFT-WTR METER-MIDDLE SCHOOL 10 8,900
Est.
Life
FY 2026-27
Budget
FY 2027-28
Budget
DRAFT 188 Attachment 1
CITY OF EL PASO DE ROBLES
CAPITAL OUTLAY
Fleet and Equipment Replacement
Vehicle # Description
Est.
Life
FY 2026-27
Budget
FY 2027-28
Budget
TOTAL WATER OPERATIONS 374,100 8,900
WASTEWATER OPERATIONS
507 KUBOTA ROUGH TERRAIN VEHICLE 10 33,100 -
508 2016 POLARIS RANGER EXT S 10 18,800 -
501 2009 FORD ESCAPE HYBRID 10 58,000 -
532 VAC-CON CLEANER - V-312LHA 10 631,000 -
ADD 1/2 TON TRUCK 60,000
N/A VERISIGHT PRO PUSH CAMERA 10 - 14,300
TOTAL WASTEWATER OPERATIONS 800,900 14,300
AIRPORT OPERATIONS
811 TYMCO SWEEPER 10 240,600
ADD PAINT STRIPER 17,000
ADD F250 W UTILITY BOX 71,000
ADD LARGE TRACTOR 45,000
TOTAL AIRPORT OPERATIONS 373,600 -
TOTAL CITYWIDE $ 3,373,400 $ 209,600
DRAFT 189 Attachment 1
CITY OF EL PASO DE ROBLES
CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description
CITY MANAGER'S OFFICE/CITY COUNCIL
Audio/Video 2 projectors, video-sound switch, mics, dvd players, record 8 $ 162,100 $ - PC HP Z2 SFF G9 Workstation Desktop PC 4 1,600 -
Total City Manager's Office/City Council 163,700 -
ADMINISTRATIVE SERVICES
Laptop Lenovo ThinkPad T16 32/512 3-year, dock 4 - 2,500 Laptop MS Surface LS 14" I7-11370H 16/512Gb dock 4 - 2,200 Laptop MS Surface LS i7-13700H 16/512GB 4 - 5,600
Network Check Point 1530 5 - 3,000
PC HP E600G9 Mini i5-12500T 16GB 256GB 4 - 1,200
PC HP E800G9 Mini i7-12500T 16GB 512GB 4 2,300 -
PC HP Z2-G9 i9-12900 64GB 4Tb 32" LCD 4 4,800 -
Server HP DL360G10 XS-4215R 32GB 3x480Gb 4 16,000 -
Total Administrative Services 23,100 14,500
POLICE
Copier Canon Color Copier C257iF 5 2,200 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 4 - 2,200 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4 3,600 - Laptop MS SurfacePro-8 I5-1145G7 8, 128Gb 4 1,600 3,200 Laptop MS SurfacePro-9 i5-1245U 4 - 3,800
MDC Getac A140G2 i5-10210U 16/512GB 14" 5 - 157,100
MDC Getac UX10G2 i5-10210U 16/512GB 10" w/dock 5 - 10,200 Misc Avigilon Dell Server and storage 2x 96TB+160TB 5 - 98,500 Misc Dell Server and Rimage DVD/BR backup 5 48,700 -
PC HP E600G9 Mini i5-12500T 16GB 256GB 4 - 1,200
PC HP Z2 SFF G9 Workstation Desktop PC 4 - 3,200
PC HP Z2-G9 i7-13700K 32/512GB 24" LCD 4 - 13,800
PC HP Z2-G9 SFF i7-1370 16/512GB 24" LCD 4 - 1,500
Total Police 56,100 294,700
FIRE AND EMERGENCY SERVICES
Copier Canon Color Copier C257iF 5 - 2,500
Laptop MS SurfaceLaptop4 R5 8,256Gb 14" 4 8,800 -
Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 4 2,100 - Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4 2,100 - Laptop MS SurfacePro-8 I5-1145G7 8, 128Gb 4 1,800 -
MDC iPad Pro 13" 256Gb LTE w/ X-Naut dock 5 - 1,900
PC HP E600G6 Mini i5-12500T 16GB 256GB 4 - 1,200
PC HP Z2 SFF G9 Workstation Desktop PC 4 - 6,400
PC HP Z2-G9 i7-13700K 32/512GB 4 - 2,000
PC HP Z2-G9 SFF i7-1370 16/512GB 24" LCD 4 1,500 3,000
Total Fire and Emergency Services 16,300 17,000
Est.
Life
FY 2026-27
Budget
FY 2027-28
Budget
DRAFT 190 Attachment 1
CITY OF EL PASO DE ROBLES
CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description
Est.
Life
FY 2026-27
Budget
FY 2027-28
Budget
PUBLIC WORKS
Laptop MS Surface LS 14" I7-11370H 16/512Gb dock 4 - 2,200 Laptop MS Surface LS i7-13700H 16/512GB 4 - 2,800
Laptop Thinkpad T16G2 i7-1365U 16/512GB 4 - 3,600
PC HP Elite Mini 600 G9 Desktop Computer 4 - 800
PC HP Mini E800G6 I7-13700 16/512GB (Listed as G9) 4 - 1,300 PC HP Z2 SFF G9 Workstation Desktop PC 4 4,800 -
Total Public Works 4,800 10,700
COMMUNITY SERVICES
Copier Canon Color Copier C257iF 5 - 2,500
Copier ITC Paystation Elite and NetZcore software 5 12,500 - Laptop HP Elite Mini 800 G9 i7-12700T 16/512GB 4 - 1,300 Laptop HP Mini E800G6 I7-13700 16/512GB (Listed as G9) 4 - 1,300 Laptop MS SurfacePro-9 i5-1245U 4 7,200 6,000
Laptop Thinkpad P16sG2 i7-1360P 16/512GB 4 - 1,900
Laptop Thinkpad T16G2 i7-1365U 16/512GB 4 - 5,400
Misc Bibliotheca single-aisle gate 5 - 16,500
PC Dell Opti 7410 AIO i5-13500 16/256G/24" 4 - 26,000
PC HP Elite Mini 800 G9 i7-12700T 512/16GB 4 - 1,300
PC HP Mini E800G6 I7-13700 16/512GB 4 - 1,300
PC HP Z2-G9 SFF i7-1370 16/512GB 24" LCD 4 - 3,000
PC LE AIO 3i P-8505 256GB/8G/21.5" 4 - 8,400
Total Community Services 19,700 74,900
COMMUNITY DEVELOPMENT
Laptop MS SurfacePro-7+ i5-1135G7, 8, 256, LTE, Dock 4 1,900 - Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4 2,100 2,000 Laptop MS SurfacePro-8 I5-1145G7 8,128Gb LTE Dock 4 - 4,000 Laptop MS SurfacePro-9 i5-1245U, 16, 256gb, Dock 4 2,000 - Total Community Development 6,000 6,000
WATER OPERATIONS
PC HP Z2-G9 SFF i7-1370 16/512GB 24" LCD 4 - 1,500
Total Water Operations - 1,500
WASTEWATER OPERATIONS
Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4 - 4,200 Laptop MS SurfacePro-9 i5-1245U 4 - 2,100
Total Wastewater Operations - 6,300
SOLID WASTE OPERATIONS
Laptop MS Surface Laptop 5 i7-1265U 256/16gb 32" LCD 4 2,200 Total Solid Waste Operations 2,200 -
TOTAL CITYWIDE $ 291,900 $ 425,600
DRAFT 191 Attachment 1
THIS PAGE IS INTENTIONALLY LEFT BLANK
DRAFT 192 Attachment 1
Interfund Transfers
DRAFT 193 Attachment 1
TRANSFERS
PLACEHOLDER
DRAFT 194 Attachment 1
TRANSFERS
PLACEHOLDER
DRAFT 195 Attachment 1
TRANSFERS
PLACEHOLDER
DRAFT 196 Attachment 1
TRANSFERS
PLACEHOLDER
DRAFT 197 Attachment 1
TRANSFERS
PLACEHOLDER
DRAFT 198 Attachment 1
Long-term Debt
Obligations
DRAFT 199 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
Long-term debt is a common and often necessary financial tool for governments, particularly when funding large-scale capital projects such as infrastructure, facilities, and major equipment. When used strategically, it allows agencies to deliver critical services and improvements without placing an immediate and overwhelming burden on current revenues. However, like any financing mechanism, it carries both advantages and trade-offs that must be carefully considered within a broader financial framework.
At its core, long-term debt enables a government to spread the cost of major investments over time, aligning repayment with the useful life of the asset. This promotes intergenerational equity—ensuring that future users who benefit from the asset also contribute to its cost. It also allows governments to move forward with necessary projects sooner, rather than delaying them until sufficient cash reserves are accumulated. In times of inflation or rising construction costs, this can result in overall cost savings by accelerating project delivery.
That said, long-term debt also introduces ongoing financial obligations. Debt service payments—principal and interest—can reduce budget flexibility in future years, limiting a government’s ability to respond to changing priorities or economic downturns. Overreliance on debt may also impact credit ratings, increase borrowing costs, and constrain future financing capacity. Additionally, if not carefully structured, debt can shift financial burdens disproportionately onto future taxpayers without corresponding benefits.
Ultimately, the goal is to strike a balance—leveraging debt to meet community needs today while preserving financial stability and flexibility for the future.
SUMMARY OF DEBT OUTSTANDING
Debt Type
Governmental
Funds
Enterprise
Funds
Total
Outstanding
June 30, 2025
General Obligation (GO) Bonds $ 5,187,473 $ - $ 5,187,473 Utility Revenue Bonds - 8,116,712 8,116,712
Loans Payable 1,442,313 37,428,820 38,871,133
Total $ 6,629,786 $ 45,545,532 $ 52,175,318
General Obligation Bonds
In 2019, the City issued $13,095,000 of General Obligation (GO) Bonds with an interest rate of 5% to refund prior GO Bonds with interest rates ranging from 3.5% to 5.0% and par value of $17,320,000. The prior GO Bonds were approved by votersin 1998 as part of the Measure D initiative which provided construction funds for a variety of citywide projects including Niblick bridge expansion, public safety center, Barney Schwartz Park, Senior/Veterans Center and Cuesta College infrastructure improvements (see City Resolution No. 98- 025 for further detail). These bonds are payable from ad valorem taxes levied against all taxable real property in the City (with the exception of certain classes of personal property). It is anticipated that the debt will be fully paid by FY 2027-28.
Wastewater Revenue Bonds
In 2012, the City issued $6,355,000 of Wastewater Revenue Refunding Bonds with interest rates ranging from
2.0% to 5.0% to refund prior Wastewater Revenue Bonds with interest rates ranging from 3.5% to 5.0%. The purpose of the initial bonds were to retrofit the City’s 50-year-old wastewater treatment plant. Paid from the Wastewater Enterprise Fund, the annual requirements are as follows:
DRAFT 200 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
Fiscal Year
Ending June 30 Principal Interest Total
2026 $ 370,000 $ 102,075 $ 472,075
2027 380,000 90,050 470,050
2028 395,000 76,750 471,750
2029 405,000 62,925 467,925
2030 420,000 48,750 468,750
2031 430,000 33,000 463,000
2032 450,000 16,875 466,875
Total $ 2,850,000 0 $ 430,425 0 $ 3,280,425
Water Revenue Bonds
In 2019, the City issued $8,118,000 Water Revenue Bonds with an interest rate of 2.85% for the purpose of providing funds for the replacement of the 21st Street Reservoir, an approximately four-million-gallon water storage tank. Principal and interest payments are due March 1 and September 1, totaling $667,583 each year, beginning on September 1, 2019. The debt will be paid by FY 2033-34. The annual requirements to amortize the water revenue bonds payable are as follows:
Fiscal Year
Ending June 30 Principal Interest Total
2026 $ 521,169 $ 146,414 $ 667,583
2027 536,128 131,455 667,583
2028 551,516 116,067 667,583
2029 567,346 100,236 667,582
2030 583,631 83,952 667,583
2031-2034 2,506,922 163,410 2,670,332
Total $ 5,266,712 0 $ 741,534 0 $ 6,008,246
Loans Payable
In 2013, the City entered into an installment sale agreement with the State Water Resource Control Board for the construction of the Wastewater Treatment Plant. Annual installments of $2,711,858, including both principal and accrued interest, began on September 1, 2016, one year after completion of construction. It is anticipated that the debt will be paid by FY 2037-38. Total amount outstanding on June 30, 2025, was $26,999,191.
In 2013, the City entered into a loan agreement with the State of California, Department of Transportation (DOT) for the Airport Fuel Facility project, with an annual payment of $49,465 for 17 years, with the first payment beginning on January 30, 2015 and the last payment due January 30, 2031. Total amount outstanding on June 30, 2025, was $258,980.
In 2017, the City entered into an installment sale agreement with the State Water Resources Control Board for the construction of Tertiary Treatment Facilities at the Wastewater Treatment Plant in the amount of $14.4 million. Annual installments of $440,615, including both principal and accrued interest, began on December 19, 2019, one year after completion of construction. This project, by way of producing recycled DRAFT 201 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
water, was eligible for a loan forgiveness grant in the amount of $4.0 million. It is anticipated that the debt will be paid by FY 2048-49. Total amount outstanding on June 30, 2025, was $8,624,051.
In 2017, the City entered into a loan agreement with Siemens Industry, Inc., Building Technologies Division for the replacement and upgrade of lighting, heating, ventilation, and air conditioning units on a number of City facilities including City Hall, Library, Public Safety Center, Centennial Park, and Senior and Veterans Center. Annual payments, including interest, are $205,469 per year for the next 15 years, with the first payment beginning on September 9, 2018, and the last payment due June 9, 2033. The debt payments will be offset, in part, by energy savings generated by the upgraded equipment. The current balance of the loan on June 30, 2025, was $1,442,313.
In 2023, the City entered into an installment sale agreement with the State Water Resources Control Board for the construction of the Paso Robles Recycled Water Distribution System in the amount of $22.1 million.
Approximately $1.5 million has been withdrawn to reimburse for design services incurred-to-date.
Unfortunately, the project is currently on hold and is not likely to be constructed as initially planned. As a result, the City is required to repay the $1.5 million loan over the next five years beginning on February 28, 2027.
BUDGETED DEBT PAYMENTS BY FUND FOR FISCAL YEARS 2026-27 and 2027-28 Bonds Payable Loans Payable
Fiscal Year 2026-27 Principal Interest Principal Interest Total 100 - General Fund $ - $ - $ 165,700 $ 39,800 $ 205,500 506 - GO Bond Fund 1,727,400 521,300 - - 2,248,700
600 - Water Fund 536,100 131,500 - - 667,600
601 - Wastewater Fund 380,000 90,100 2,897,700 653,100 3,972,200 602 - Airport Fund - - 40,600 8,900 49,500
Total $ 2,643,500 $ 742,900 $ 3,104,000 $ 611,000 $ 7,143,500 Bonds Payable Loans Payable
Fiscal Year 2027-28 Principal Interest Principal Interest Total 100 - General Fund $ - $ - $ 171,300 $ 34,200 $ 205,500 506 - GO Bond Fund 1,799,800 447,100 - - 2,246,900
600 - Water Fund 551,500 116,100 - - 667,600
601 - Wastewater Fund 395,000 76,800 2,949,600 552,300 3,973,700 602 - Airport Fund - - 42,200 7,300 49,500
Total $ 2,746,300 $ 640,000 $ 3,163,100 $ 593,800 $ 7,143,200
OTHER POST-EMPLOYMENT BENEFIT LIABILITY
The City provides other post-employment benefits (OPEB), a single employer contribution plan, in accordance with State statutes, to all employees retiring from the City and enrolled in an insurance program under the California Public Employees’ Medical and Hospital Care Act (PEMHCA). Providing healthcare benefits under the City’s group health plan may provide benefits at a substantially lower cost than if the retirees purchased their own individual benefits. For the fiscal year ending June 30, 2025, the City contracted with Foster and Foster Actuaries and Consultants to prepare the GASB Statement No. 75 Actuarial Valuation Report. This DRAFT 202 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
report was prepared in compliance with the requirements set forth in Governmental Accounting Standards Board (GASB) Statement No. 75, Accounting and Financial Reporting by Employers for Post-Employment Benefits Other than Pensions.
In addition to the City’s contributions under PEMHCA stated above, the City has agreed to provide the following retiree medical reimbursement:
• Retirees in the Management, Police, Fire and Service Employees International Union (SEIU) labor groups that were hired before January 1, 2012, and who have a minimum of 10 years of service with the City, are eligible for medical reimbursements up to $500 per month (including PEMHCA minimum) with no age limitation.
• Retirees in the Management, Police, Fire and SEIU labor groups that were hired on or after January 1, 2012, and who have a minimum of 20 years of service with the City, are eligible for medical reimbursements up to $500 per month (including the PEMHCA minimum) until the Medicare eligible age of 65.
The City’s OPEB plan is established by agreements with the applicable employee labor groups and may be amended by agreements between the City and the labor groups. The City is not required to fund based on the actuarially determined contribution. However, for the fiscal year ending June 30, 2025, the City’s cash contributions were $367,000 in payments to the trust. The City’s net OPEB liability is measured as the total OPEB liability, less the plan’s fiduciary net position. On June 30, 2025, the City reported a net OPEB liability of $3.6 million. The changes in the net OPEB liability for the City in FY 2024-25 were as follows:
Total OPEB
Liability
Plan Fiduciary
Net Position
Net OPEB
Liability
Balance on July 1, 2024 $ 15,326,369 $ 10,353,096 $ 4,973,273 Changes in the fiscal year:
Service cost 616,166 - 616,166
Interest on total OPEB liability 826,653 - 826,653
Changes of assumptions (913,527) - (913,527)
Employer contributions - 593,371 (593,371)
Net investment income - 1,310,751 (1,310,751)
Benefit payments (821,280) (821,280) -
Net change in fiscal year (291,988) 1,082,842 (1,374,830) Balance on June 30, 2025 $ 15,034,381 $ 11,435,938 $ 3,598,443 The projected benefit payments to retirees in a given year as estimated by the actuarial valuation. Actual benefit payments are likely to differ from these estimated amounts. For OPEB plans that do not pre-fund through an irrevocable trust, like the City, the “Pay As You Go Cost” serves as an estimated amount to budget for annual OPEB payments.
Fiscal Year
Ending June 30 “Pay as You Go” Budget Funded Ratio
2026 $ 681,435 $ 385,300 57%
2027 696,956 385,300 55%
DRAFT 203 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
Fiscal Year
Ending June 30 “Pay as You Go” Budget Funded Ratio
2028 713,787 385,300 54%
2029 728,307 393,000 54%
2030 737,294 402,800 55%
2031 747,662 412,900 55%
UNFUNDED PENSION LIABILITY
The City includes two separate types of employer plans where all qualified permanent and probationary employees are eligible to participate, depending on the employee classification: 1) Miscellaneous Employee Pension Plan, an agent multiple-employer defined benefit plan or 2) Safety Employee Pension Plan, a cost-sharing employer defined pension plan. Both plans are administered by the California Public Employees’ Retirement System (CalPERS), which acts as a common investment and administrative agent for its participating member employers. Benefit provisions under the Miscellaneous and Safety Plans are established by State statute and City resolution. CalPERS issues publicly available reports that include a full description of the pension plans regarding benefit provisions, assumptions and membership information that can be found on the CalPERS website (https://www.calpers.ca.gov). CalPERS does not, however, provide separate reports for the City's Safety and Miscellaneous Plans.
The Miscellaneous and Safety Plans’ provisions and benefits in effect on June 30, 2025, are summarized below:
Miscellaneous Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 2.5% @ 55 2.0% @ 60 2.0% @ 62
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50-55 50-63 52-67
Monthly benefits, as a % of eligible
compensation 2.00% to 2.70% 1.43% to 2.42% 1.00% to 2.50% Final average compensation period One year Three year Three year Required employee contribution rate 8.000% 7.000% 7.000% Required employer normal cost rate 10.450% 10.450% 10.450% Required employer payment of UAL3 |--------------------------------------$2,478,940--------------------------------------| Police Safety Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 3.0% @ 50 3.0% @ 55 2.7% @ 57
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50 50-55 50-57
Monthly benefits, as a % of eligible
compensation 3.00% 2.40% to 3.00% 2.00% to 2.70%
Final average compensation period One year Three year Three year Required employee contribution rate 9.000% 9.000% 13.750% Required employer normal cost rate 27.320% 23.000% 13.760% Required employer payment of UAL $1,138,136 $28,423 $28,434 Fire Safety Employee Plan
DRAFT 204 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 3.0% @ 55 3.0% @ 55 2.7% @ 57
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50 50-55 50-57
Monthly benefits, as a % of eligible
compensation 3.00% 2.40% to 3.00% 2.00% to 2.70%
Final average compensation period One year Three year Three year Required employee contribution rate 9.000% 9.000% 13.750% Required employer normal cost rate 24.330% 23.000% 13.760% Required employer payment of UAL $524,191 $6,636 $14,157 Note 2: Second tier will only apply to employees transferring from another CalPERS agency or one with reciprocity on or after May 27, 2012.
Note 3: The Miscellaneous Plan’s required employer payment of the Unfunded Actuarial/Accrued Liability (UAL) was calculated for the entire plan and is not allocated by Tier.
Section 20814(c) of the California Public Employees’ Retirement Law requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. Funding contributions for the plans are determined annually on an actuarial basis as of June 30 by CalPERS. The actuarially determined rate is the estimated amount necessary to finance the costs of benefits earned by employees during the year, with an additional amount to finance any unfunded accrued liability. The City is required to contribute the difference between the actuarially determined rate and the contribution rate of employees.
An unfunded accrued liability (UAL) is a financial obligation that the City has earned (accrued) but has not yet set aside enough assets to pay for. In other words, the UAL is the difference between the amount that should be held in investments (for future retirement payouts) and the actual amount held in investments. The City’s total UAL (not including the monies in the Section 115 Pension Trust Fund) on June 30, 2024, was $58.3 million. The City’s funded status for all plans is summarized below:
On March 21, 2017, the City Council authorized the establishment of a Section 115 Pension Trust Fund. A Section 115 Trust is simply an investment instrument where funds can be placed into, and the only disbursements that can be made from that fund are pension related. Section 115 provides greater investment flexibility than keeping the funds in the City’s investment portfolio (the City’s ability to invest is limited by State law) yet still gives the City oversight on the investments; the City has no such oversight with CalPERS. When the Section 115 funds are included in the unfunded accrued liability calculation, the City’s net pension obligation is $47.8 million, or 76.97% funded.
Plan
Total Accrued
Liability
Market Value
of Assets
Unfunded
Accrued
Liability Funded Ratio
Miscellaneous $ 108,647,569 $ 73,685,187 $ 34,962,382 67.8% Police Safety 62,578,697 46,100,874 16,477,823 73.7%
Fire Safety 36,470,972 29,588,761 6,882,211 81.1%
Total City 207,697,238 149,374,822 58,322,416 71.9%
Section 115 Trust - 10,491,434 - -
Net UAL w/ 115 $ 207,697,238 $ 159,866,256 $ 47,830,982 76.97% DRAFT 205 Attachment 1
CITY OF EL PASO DE ROBLES
LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
UNFUNDED ACCRUED LIABILITY REQUIRED PAYMENTS
Fiscal Year
Ending June 30 Misc. Police Fire Total
2026 3,252,656 1,561,329 725,981 5,539,966
2027 3,368,582 1,615,448 754,351 5,738,381
2028 3,659,709 1,767,175 700,472 6,127,356
2029 3,700,204 1,777,813 696,314 6,174,331
2030 3,730,590 1,782,523 688,403 6,201,516
2031 3,433,856 1,816,575 698,995 5,949,426
2032 3,447,350 1,796,511 691,491 5,935,352
2033 3,305,226 1,774,343 683,256 5,762,825
2034 3,276,480 1,730,048 666,101 5,672,629
2035 3,205,291 1,656,716 636,236 5,498,243
2036 3,027,479 1,529,556 582,789 5,139,824
2037 2,900,192 1,105,769 492,237 4,498,198
2038 2,764,208 1,019,228 452,908 4,236,344
2039 2,659,962 950,277 420,617 4,030,856
2040 2,593,319 906,525 399,542 3,899,386
2041 2,435,658 793,320 361,969 3,590,947
2042 2,246,416 675,895 307,352 3,229,663
2043 2,904,393 1,096,884 550,977 4,552,254
2044 - 80,618 80,618
CITY CREDIT RATING
In the current fiscal year, the City anticipates issuance of a general revenue bond of approximately $16.8 million to fund the construction of South Vine Street bridge and realignment of South Vine Street with Theatre Drive. In anticipation of issuance, on June 17, 2025, Standard and Poor’s Global Rating Agency (S&P) assigned a “AA+” rating to the City for this anticipated bond issuance. At the same time, S&P affirmed its “AAA” long-term rating and underlying rating on the City’s outstanding general obligation debt with City economic outlook at “stable.” Per S&P, the City’s rating reflects strong financial management policies, favorable economic metrics, affordable long-term liability profile, and healthy available reserve position.
While the City’s incomes trail those of similarly rated peers, S&P viewed the City’s well-integrated fiscal management framework and healthy financial position as key credit strengths that underpin the rating.
S&P’s credit fundamentals supporting the rating also include the following credit factors:
• The City’s growing economy in the northern portion of San Luis Obispo County along California’s Central Coast, an established tourist destination with a growing number of resorts and recreational amenities. In addition, management reports ongoing economic and population growth, supported by the availability of developable land, relatively affordable housing, and the expansion of remote work options.
• Maintenance of a healthy financial reserve and liquidity position supported by a diverse revenue portfolio and expanding economy. The City has several additional reserves that could be used for general operations through council action, such as its Supplemental Sales Tax Fund, Capital Projects Fund, and Section 115 Trust and capital replacement reserve.
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LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
• The City’s favorable debt and long-term liability profile, which we do not expect to worsen over the next few years, as the City has no additional debt plans. • Prudent and comprehensive financial management policies and practices, including forward-looking budget assumptions, use of four-year financial forecasting, maintenance of a formal, comprehensive four-year capital plan, and a frequently updated economic development strategic plan that acts as a guiding tool for the City’s broader development mission. It also has policies governing reserves, investments, and debt, and is taking steps to mitigate cyber risk.
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Appendices
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RESOLUTION
PLACEHOLDER
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RESOLUTION
PLACEHOLDER
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CITY OF EL PASO DE ROBLES
APPENDICES
Fiscal Policy
Adopted by City Council Resolution No. 20-111 on June 16, 2020 I. GOAL
El Paso de Robles’ fiscal policy is established to ensure that the City’s finances are managed to:
(1) provide for the delivery of quality services and products cost effectively, (2) provide for an acceptable level of services and products as the community grows, (3) provide for the City’s long-term fiscal stability by ensuring that the City is living within its means, and (4) provide reserves for bonding collateral, major projects, and unbudgeted needs that might arise from time to time.
II. GENERAL
1. The City will maintain sound financial practices in accordance with State law and direct its financial resources toward meeting the City’s goals as identified and prioritized by the City Council.
2. The City will develop and maintain financial management programs to ensure its long-term ability to pay the costs necessary to provide the services required by its citizens; e.g., twoyear budget, four-year and ten-year financial plans.
3. The City will maintain accounting systems in conformance with generally accepted accounting principles as contained in the Municipal Finance Officers Association’s “Governmental Accounting, Auditing, and Financial Reporting”, and pronouncements issued by the Governmental Accounting Standards Board.
4. The City will maintain a financial records management information system capable of tracking revenues and expenditures by line item, by source, by fund, by department or any other format deemed necessary or desirable.
5. The City will establish and maintain an investment policy in accordance with State laws that stress financial safety and liquidity over yield, found at:
31TUhttp://www.prcity.com/government/departments/adminservices/policies.aspU31T
6. The City will establish and maintain a purchasing policy and procedures, found at:
31Thttp://www.prcity.com/government/departments/adminservices/policies.asp31T
7. The City will establish and maintain a debt management policy, found at 31Thttp://www.prcity.com/government/departments/adminservices/policies.asp
8. A presentation of the Comprehensive Annual Financial Report shall be made annually to the City Council.
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APPENDICES
Fiscal Policy
III. REVENUES
1. With respect to revenues, there are just four significant approaches for the City to achieve long-term fiscal stability:
a. Fees for service—Ensuring fees for service cover the full costs of providing the service. Such services as Fire inspections, planning and building application reviews, and most Recreation programs can be paid for by charging fees to the people who benefit from the service. Not all the costs of these programs are currently covered by the approved fees; as a result, tax dollars are used to backfill the shortfall; b. Community Services Districts (CSDs)—these districts are created for new residential areas to ensure that new development fully funds the cost of providing City services it requires;
c. A tax measure—needed since we were a no/low property tax city prior to Proposition 13. Paso’s fiscal conservatism prior to 1978 was institutionalized by the tax-limitation measure. Ever since, only the voters can approve changes in taxes; and
d. Economic growth—the most significant long-term solution and the most challenging to achieve amidst current economic conditions.
2. The City will strive to diversify and stabilize its revenue base, reducing dependency upon any single revenue source or economic driver.
3. The City will implement the adopted economic development strategic plan and/or economic development element to the General Plan in order to increase and broaden its revenue base.
4. The City will maximize the availability of revenue proceeds through responsible collection and auditing of amounts owed the City.
5. The City will seek Federal and State grants and reimbursements for mandated costs whenever possible.
6. The City will investigate potential new revenue sources, particularly those that will not add to the tax burden of residents or local businesses.
7. General Fund revenues shall be pooled and allocated according to Council goals and established policy. Enterprise funds and other legally restricted sources shall be allocated according to their respective special purpose.
8. The City will establish and maintain a user fee policy that:
a. Imposes user fees when appropriate to capture the cost for the delivery of services and goods; and
b. Attempts to establish levels of cost recovery that support all costs including administrative overhead and depreciation; and
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APPENDICES
Fiscal Policy
c. Determines the minimum frequency of user fee reviews.
9. The City will maintain and further develop methods to track major revenue sources and evaluate financial trends.
10. The City will prepare periodic financial reports of actual revenue received for review by the City Council.
IV. EXPENDITURES AND BUDGETING
1. The City has four primary priorities in budget development: long-term well-being and economic strength of the community; long-term fiscal stability of the City; nature and scope of the services the City provides; and overall well-being of the organization and its employees, given that the City is a service-based organization that relies heavily on its human capital to provide services to the community. The City must find the path that best promotes all four working together.
2. The operating budget will be prepared in the context of a ten-year financial plan. The plan will acknowledge cyclical economic cycles and seek to minimize the disruptions caused in downturns. Economic analysis indicates that on average, out of every 10 years, we tend to have 2-3 “bad”, 4 “average”, and 3-4 “good” years. The City’s policies and practices for each type of year need to ensure we do not overspend in good years and cut too deeply in bad years. It is appropriate to overfund categories such as one-time capital improvements, capital replacement funds, and General Fund reserves in the good years to offset reduced funding levels for those areas in bad years.
3. Operating expenditures and revenues shall be balanced over the term of the ten-year financial plan.
4. The City shall adopt a two-year budget, except in special situations, which may call for a one-year budget. The financial plan shall be updated every two years, during the mid-cycle of the biennial budget.
5. Budgeted expenditures shall reflect the Council’s goals.
6. The City will deliver services and goods in a cost-effective manner, including utilizing the services of volunteers, not-for-profits, and the private sector where it is economically and operationally viable.
7. Surplus fund balances (and working capital in enterprise funds) may be used to increase reserves, fund Capital Improvement Projects, fund capital outlay, pay towards the unfunded payroll liabilities including retirement and other post-employment benefits (OPEB) costs or can be carried forward to fund one-time special project/program expenses provided that the reserving requirements are met (refer to VI).
8. Operating expenditures, exclusive of debt service, within the General Fund or Enterprise Funds, will not be directly supported by any debt financing, connection fees, development impact fees, or Enterprise Fund interest income.
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APPENDICES
Fiscal Policy
9. Expenditures shall include funding of retirement systems, maintenance and replacement of capital and operating assets, and the components of the cost allocation plan.
10. The City will maintain and further develop methods to track expenditures and evaluate financial trends in order to identify potential problems.
11. The City will prepare periodic financial reports of expenditures for review by the City Council.
V. BUDGETARY CONTROLS
1. Once adopted, operating appropriations shall not be subsequently adjusted unless specifically authorized by resolution identifying the fund from which the appropriation is to be made and the amount of the appropriation.
2. The City Manager may authorize the transfer of appropriations from one expenditure line item to another or an equal increase to both revenues and expenditures within the same fund. Under no circumstances can a reduction in fund balance occur without City Council authorization.
3. The City Manager may take necessary actions to keep expenditures from exceeding revenues, including but not limited to establishing a budget freeze, postponing hiring for approved positions, and implementing layoffs or reduced workweeks.
4. The City Manager may review and approve all change orders in accordance with adopted purchasing procedures.
5. The City Manager may approve purchase orders for budgeted expenditures and unbudgeted purchase orders in accordance with adopted purchasing procedures.
6. Agenda staff reports having a budgetary impact shall require the review of the Director of Administrative Services or designee.
7. For the purpose of budget control, capital outlay is defined as the purchase of equipment, furnishings, vehicles, computer hardware and software, property, building, improvements, construction, etc. having a useful life of more than two years and a cost of $5,000 or more.
8. Capital transfers are the funding mechanism that allocate monies for specific capital outlay, current or planned, and shall be budgeted as a “transfer out” of an operating fund and a “transfer in” to a capital improvement fund.
9. A capital outlay costing less than $25,000 and intended to be purchased and completed in one fiscal year (with the exception of capital outlays identified on a replacement schedule) shall be budgeted as a capital outlay expense in an operating fund. All capital outlays that do not meet the definition above shall be budgeted in a Capital Improvement Fund and funded via fund transfer.
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APPENDICES
Fiscal Policy
10. No less than semi-annually, there will be a comprehensive review of the operations in comparison to the existing budget. Projections of revenues and expenditures through the end of the fiscal year will be prepared and reviewed by the City Manager, the Director of Administrative Services, and/or their designees, with a report and presentation made to City Council.
VI. BUDGETING IN TIMES OF FINANCIAL DIFFICULTY & FINANCIAL RECOVERY AND GROWTH
1. When faced with financial difficulty, the City shall identify budget balancing strategies that address both near- and long-term budget gaps, while also minimizing the impact of budget reductions to the community and employees.
2. Depending on the financial difficulty being experienced, near- and long-term budget balancing strategies may be needed over multiples years. An important consideration in developing and implementing budget balancing strategies is identifying the timeframe for fixing the problem and bringing about structural balance. Utilizing reserves and other nearterm budget balancing solutions can soften the impact of reductions to programs and services. However, it is imperative that these near-term solutions be used judiciously in order to maintain the City’s overall fiscal health. Should near-term solutions be overutilized, the magnitude of reductions required later would be amplified.
3. The City has a set of preferred near-term and long-term budget balancing strategies and approaches in times of financial difficult, as follows:
Near-Term Budget Balancing Strategies:
a. Reduce General Fund Reserves: Section VIII –Reserving Objectives states that the minimum reserves level of the General Fund is 30% of General Fund revenues. A reduction in General Fund reserves can be utilized in difficult budget years as part of the budget balancing strategies. Should this strategy be needed, it is recommended that no more than 10% of reserves be used since reserves are onetime in nature. The use of reserves for ongoing operational expenditures shall be limited and is not a long-term operational funding source. Additionally, it would be appropriate to utilize reserves outside of the reserving objectives for one-time, non-operating items, such as Capital Projects, as long as it meets the City Council goals and policies, priorities, and direction.
b. Defer capital improvement projects that require General Fund support: This option saves money in the near-term but if these types of projects are continuously deferred, City facilities and systems may deteriorate, and the cost of repairs may increase over time.
c. Minimize building maintenance expenditures: Similar to deferring capital improvement projects that require General Fund support, this option saves General Fund in the near term but over time if maintenance is deferred, City facilities may deteriorate, leading to higher repair costs.
d. Reduce or eliminate the General Fund contribution to maintain professional services contracts with local non-profit organizations that support tourism and/or DRAFT 217 Attachment 1
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APPENDICES
Fiscal Policy
generate income (directly or indirectly): These organizations include, but not limited to, Downtown Paso Robles Main Street Association, Paso Robles Chamber of Commerce, and Paso Robles Wine Alliance.
e. Reduce or eliminate the General Fund contribution towards employee travel, training, and conferences: The Employee Development program typically receives an annual General Fund contribution to pay for the employees to receive continuing education including succession planning, departmental organizational assessments and training. In difficult budget years, reserves and designations can be used to fund these operations; however, in the longer term, some or all of these programs may have to be reduced or eliminated if the General Fund contribution were reduced or discontinued.
f. Reduce or eliminate the amount of set aside monies for Vehicle, Equipment and Information Technology Equipment: To ease the fiscal burden of large purchases of equipment that are in service for several years, such as vehicles, it is City policy to set funds aside evenly over the life of the piece of equipment so that there are adequate funds available for replacement. In times of financial difficulty, some or all of this money could be redirected to the General Fund. However, the impact is that over time, the City may not have sufficient funds to replace outdated or obsolete equipment and systems.
g. Layoff Prevention Plan: The City has an adopted layoff prevention plan that outlines personnel actions that can be undertaken to reduce personnel costs which includes: a hiring freeze, voluntary reduction incentives, reducing temporary work force, defer negotiated annual wage adjustments, defer merit pay increases, work furloughs, and then lastly, if needed, work force reductions.
Long-Term Budget Balancing Strategies:
a. Priority Driven: One of the starting points of the budget process is to identify Council priorities so staff can craft budget proposals that align with these priorities.
The City’s current priorities are as follows (in order):
i. Meet legal mandates;
ii. Meet debt service requirements
iii. Public health and safety including police and emergency (fire) services iv. Roads
b. All Departments Participate: While departments receive different levels of funding due to priorities, departmental revenue sources, and program designs (amongst many other variables); all departments shall participate in the closing of a budget gap. More specifically, no department shall be exempt from budget reductions. c. Proportional Reductions: Instead of cutting all operations by the same amount across the board, proportional growth and reductions shall be taken into consideration. More specifically, staff could pursue reductions by department in relation to the amount of growth during times of financial growth. The rationale is that when in times of financial stability, some departments experience significant DRAFT 218 Attachment 1
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APPENDICES
Fiscal Policy
growth in expenditures and staffing due to increases in demand and revenues. In times when demand and corresponding revenues have slowed, expenditures shall be scaled back accordingly. Conversely, some departments grow very little over time, and as a result they may not be scaled back to the same extent as other departments.
d. Detailed Budget Reduction Lists: The City Manager shall require departments to incorporate a prioritized list of resource/expenditure reductions into their annual budget submittals. Reductions with the least impact upon programs and services shall be the first in line for reduction. The concept is that departments are the experts in their respective fields and are in the best position to recommend budget reductions in line with the Budget Goals and Policies, Council priorities and direction, and detailed budget instructions. If reductions are necessary, targeted reduction amounts are included as part of the detailed budget instructions provided to departments.
e. Mid-Year Budget Reductions: Mid-year reductions may be necessary in any given fiscal year depending upon the fiscal climate or action at other levels of government at any particular time. The intent of the mid-year reductions is to help keep the current year budget in balance and to create additional fund balance at year-end for use as a funding source in the subsequent budget year. f. Engage Employee Unions and Associations: Labor costs make up a majority of the total City’s budget. As a result, salary and benefit costs have the most significant influence upon expenditures. City staff and negotiators shall continue to work with employees and employee associations to create opportunities to curtail labor costs.
4. The goal of the recovery process is to ensure that the City remains adaptable to changing conditions and able to regenerate in the face of setbacks. Recovery from financial downturn is a journey that requires leadership, skill, and the ability to strike an appropriate balance in spending within priority areas and replenishing reserve balances. To ensure longterm fiscal stability, the City carefully evaluates increases to contingencies, reserves, and designations while paying close attention to additional expenditures for programs and employee wages in times of recovery. Continued compliance with the Council-adopted Budget Goals and Policies is crucial to assuring the ongoing fiscal health of the City.
5. In times of financial recovery and growth, the City aims to achieve a balance in financial security, programs and services, and salaries and benefits. a. Financial Security: In times when the City has adequate discretionary funds, there shall be a balance between the restoration of programs and services and the funding of the reserves, contingencies and designations that have been reduced to balance the budget in prior years. The City aims to maintain healthy reserves, designations, contingencies, and low debt levels to allow for future organizational stability and continuity of services. See Section VIII- Reserve Objectives for further detail. b. Programs and Services: This spending area represents expenditures for the services that the City provides to its many and varied customers. Additions to programs and DRAFT 219 Attachment 1
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APPENDICES
Fiscal Policy
services are based on a thorough evaluation of need and expected results. If a department believes that additional resources are required to meet the needs of its customers or the community, requests shall be part of the overall budget process. It is not recommended that program and services changes occur outside of the budget process because it is prudent that all service level changes across all departments be evaluated in the same timeframe.
c. Salaries and Benefits: The City takes a strategic approach to managing salary and benefit expense. City staff and negotiators work with employees and employee associations to manage salary and benefit expense to make sure that labor agreements are sustainable in the long-term. Employee prevailing wage adjustments are negotiated with the intent to strike a balance between what the City is able to afford, while still providing competitive salary and benefits for employees so that the recruitment and retention of employees is not compromised.
VII. RESERVES
1. With respect to reserves, as a small, non-economically diverse city, we need larger reserves than other cities our size, for several reasons:
a. Infrastructure and facilities are just as expensive as those in a larger city, and as a less densely populated city, infrastructure like roadways is more expensive per capita to maintain.
b. A reserve policy as a percentage of the General Fund revenues does not go very far when the General Fund is small, as it is in our smaller City. We need to have a sufficient dollar amount to be prepared for local emergencies. c. We remain susceptible to multiple potential disasters at one time. For example, an earthquake or significant wildfire could occur during a pandemic.
2. Reserve levels shall be explicitly adjusted based on the economic cycle. Levels shall be based on a multi-year trend line, not a single year, and therefore increased in good years.
3. To address unanticipated emergency and contingency needs of the City, and to secure the continued financial well-being of the City, various reserves shall be maintained as follows:
a. Unrestricted Reserves – The City shall maintain unrestricted reserves of no less than 30% of the actual 10-year revenue trend.
b. Reserve for Self Insurance - provides funding of a risk management program whereby the City obtains insurance contracts for catastrophic losses, but maintains relatively high deductible or retention limits on operating equipment and maintains no insurance contracts on certain exposures. Minimum reserves shall be established by the JPA.
c. Reserve for Capital Asset Replacement - provides a replacement fund based on equipment replacement of capital and operating assets.
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Fiscal Policy
d. Reserve for Debt Service – provides funds in accordance with debt issuance documents, including the official statement and trustee agreement. The amount of reserve is established by bond covenants.
e. Reserves for Water and Wastewater Funds – shall be maintained at 25% of operating expenses plus $1.0 million as a reserve for contingencies (i.e., unanticipated fluctuations in revenue collections or operating expenditures).
VIII. CAPITAL IMPROVEMENT PROGRAM
1. The Capital Improvement Program will be developed and implemented so as to protect the City's investment in capital infrastructure and facilities through timely and adequate maintenance and replacement of those assets. The Program shall also include newly acquired or constructed capital infrastructure and facilities.
2. The Capital Improvement Program shall include all capital infrastructure and facilities required and/or anticipated during the General Plan build-out timeline. However, the Capital Improvement Program need specifically identify only those projects necessary to maintain an acceptable level of service delivery for the next two years including each project’s cost and funding sources.
3. The Capital Improvement Program will be updated bi-annually in conjunction with the twoyear operating budget.
4. The City will grant priority to funding projects that support economic development or will have a direct influence on achieving productivity/revenue gains for the City.
5. The Capital Improvement Program will reflect the various master plans and related studies identifying infrastructure needs of the City.
6. Various fees and charges identified by various plans such as the AB 1600 Plan (analysis of infrastructure needs of the City and the fees and charges necessary to meet said needs) shall be reviewed and modified, as required by State law.
7. The City will prepare periodic reports of progress and expenditures on capital projects for review by the City Council.
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APPENDICES
Fund Structure and Description of Funds
FUND NUMBER AND NAME FUND DESCRIPTION
100 – General
Used for all financial resources not accounted for in
another fund. The general fund is the main operating
fund of the City and includes police, fire and
emergency, recreation, library, etc. services.
101 - Capital Improvement Program
The Capital Improvement Program (CIP) is a capital
investment plan that supports the quality of life by
providing for the design, construction, and renovation
of major capital projects that benefit a broad segment
of the community. The program is designed to protect,
preserve, and enhance the City’s infrastructure, extend useful life of public facilities, and improve and enhance the delivery of City services.
103 – Supplemental Sales Tax
The voters of Paso Robles approved Measure J-20 and
I-24, a one-cent and half-cent supplemental sales tax.
The main priorities for spending SST revenue are for
fire and emergency services, police services, and street and repair maintenance.
112 – Information Technology Internal Service
Used to account for information technology (IT)
maintenance, operations, repair and replacement of IT
and related equipment.
115 – Economic Vitality Fund
Funded by one-time SB 1090 funds to be utilized for
economic development activity in preparation for the
projected economic impacts associated with the
decommission of Diablo Canyon.
117 – Citizen Option Public Safety (COPS) Grant State grant restricted to fund law enforcement capital outlay needs.
125 – Fleet Maintenance Internal Service Used to account for fleet and equipment maintenance, operations, repair and replacement citywide.
127 – Facility Deferred Maintenance/Replacement Used to account for funds set aside for replacement, maintenance, and repair of City facilities.
128 – Risk Management Internal Service
Used to account for general liability insurance
premiums as well as expenditures associated with
liability claims both internal and external.
200 – State Gas Tax
Receipts and expenditures of money apportioned
under the Streets and Highways Code Sections 2105,
2106, 2107, and 2107.5.
206 – Transportation Development Act- Article 8a
The 1/4% sales tax levied statewide for local
transportation purposes. In 1971, the 6% sales tax levy was extended to gasoline purchases and divided into
two categories; Article 8a, which is used for streets
and roads and Article 8c, which is restricted for transit. 207 – Transit Operations
Funds used specifically for transit maintenance and
improvement projects as specified by the
Transportation Development Act.
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APPENDICES
Fund Structure and Description of Funds
FUND NUMBER AND NAME FUND DESCRIPTION
209 – Road Maintenance and Rehabilitation (SB1)
Road Maintenance and Rehabilitation Account.
Provides funding for roadway maintenance, repair, and
reconstruction under new Gas Tax funding.
210 – Voluntary Certified Access Specialist Program
Certified Access Specialist Program fee. State
mandated fee collected with City Business License
fees.
211, 212, 213, 216, 223, 231 – Development Impact
Fee Funds
Development Impact Fees assessed and collected
which are used to construct public facilities due to the need for expanded services. Fees are collected for
transportation, public safety facilities, general
government facilities, parks and recreation facilities, library facilities, bridge development, storm drain
development, and bike and pedestrian pathways.
225, 228, 232, 235, 236 – Specific Plans
Funds collected from the payment of Development
Impact Fees as identified in the Borkey, Union/46,
Chandler Ranch and Olsen Beechwood Specific Plans
for public facilities and infrastructure as well as funds set aside for pre-study reports for Airport Road.
227 – Community Development Block Grant
Federal grant funds received from the Department of
Housing and Urban Development for the rehabilitation
of low- and moderate-income housing.
233 – Cal Home Loan Program
State grant funds from the Department of Housing and
Community Development to enable low-income
households to become or remain homeowners.
240 – Library Contribution
308 – Landscape and Lighting District
Finances the ongoing maintenance and operations
costs of street lighting and landscaped mediums and
parkways.
310 – Community Facilities District
Accounts for funds for public services such as fire
protection and suppression, police protection, and
recreation programs for new developments within the
community facilities district boundaries
320 – Art in Public Places
In accordance with Municipal Code Chapter 3.21, onehalf of the equivalent TOT revenues received shall be deposited into this fund to support Visual Arts in Public Places Program
401 – Senior Citizen Trust Funds received and expended by the Senior Advisory Committee.
403 – Pension Trust Funds set aside in a Section 115 Trust Fund to be used for future pension costs.
409 – PEG Fund Public Education and Government Channels Fee. These funds are received from Charter Communications and
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Fund Structure and Description of Funds
FUND NUMBER AND NAME FUND DESCRIPTION
are to be used for public broadcasting equipment for
City meetings.
506 – Measure D General Obligation Bonds Long-term debt service transactions relating to the Measure D GO Bonds Debt.
600 – Water Operations
Funds used specifically for the City's water production, transmission, and distribution system. Also includes
fees collected from developers connecting to the
water system.
601 – Wastewater (sewer) Operations
Funds used specifically for the City's sewer collection and treatment system. Also includes fees collected
from developers connecting to the sewer system.
602 – Airport Operations Funds used specifically for the City's airport. 611 – Landfill Closure, Postclosure & Corrective Action Fund
Funds set aside by the City to cover any landfill
contingencies that might arise after decommissioning
the landfill.
612 – Solid Waste
Funds used specifically for the landfill maintenance
and operations; and recycling and waste reduction in
compliance with Senate Bill 1383.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Account- A separate financial reporting unit. All budgetary transactions are recorded in accounts.
Accrual Basis- Sometimes called “full accrual” basis. A basis of accounting in which revenues are recognized when earned regardless of when they are received, and expenses are recorded at the time the liability is incurred, regardless of when it is paid.
Accumulated Depreciation- The amount of depreciation that has accumulated to date during the existing useful life of City assets.
Actuarial- A person or methodology that makes determinations or required contributions to achieve future funding levels that address risk and time.
Adopted Budget- Formal action is taken by the City Council to set the financial plan (expenditures, revenues, positions) for the fiscal year.
Adjusted Appropriations- Total appropriations minus appropriations for one time activity, debt service and non-operating transfers to other funds.
Ad Valorem Tax- A tax levied on the assessed value of real estate and personal property. This tax is also known as property tax.
Agency Funds- These funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies.
Appropriation- A legislative act authorizing the expenditure of a designated amount of public funds for a specific purpose.
American Rescue Plan Act (ARPA)- The American Rescue Plan Act of 2021 is a $1.9 trillion economic stimulus bill. Within ARPA, the Coronavirus State and Local Fiscal Recovery Fund provides $350 billion for states, municipalities, counties, tribes, and territories, including $130.2 billion for local governments split evenly between municipalities and counties. The City’s share of this funding equates to approximately $5.5 million.
This fund was created to account for these funds and house the activity associated with efforts funded by ARPA.
Americans with Disabilities Act- Enacted on July 26, 1990, the Americans with Disabilities Act gives civil rights protections to individuals with disabilities similar to those provided to individuals based on race, color, sex, national origin, age, and religion. The Americans with Disabilities Act guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications.
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APPENDICES
Glossary
Assessed Value (AV)- A value established by the County Assessor which approximates fair-market value of real or personal property or fair-market value at the time of sale, change in ownership or completion of construction adjusted by the annual California Consumer Price Index not to exceed 2.0% annually. By State law, 100% of the property value is used for determining the basis for levying property taxes.
Asset- Resources owned or held by a government that have monetary value.
Audit- A systematic collection of sufficient and competent evidential matter needed to attest to the fairness of management’s assertions in the financial statements, or to evaluate whether management has efficiently and effectively carried out its responsibility.
Balanced Budget- The total sum of operating revenues budgeted equal to the total amount of the operating expenditures budgeted. One-time costs may be funded through use of reserves.
Beginning/Ending Fund Balance- See Fund Balance.
Black Gold- The Black Gold Cooperative Library System, begun in 1964, creates and maintains the online public access catalog in six public libraries, bibliographic records, library automation services, and more.
Bond- Capital raised by issuing a legal promise to pay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, streets, and bridges.
Bond Refinancing- The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.
Budget- A plan of financial operation listing an estimate of proposed applications or expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved and adopted by the City Council.
Budget Calendar- A schedule of key dates and milestones that a government follows in the preparation and adoption of the budget.
Budget Document- The instrument used by the budget-making authority to present a comprehensive financial program to the City Council.
Budget Message- Included in the opening section of the budget, the Budget Message provides Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.
Budgetary Basis- This refers to the form of accounting used throughout the budget process. These generally take one of three forms: GAAP, cash, or modified accrual.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Budgetary Control- The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues.
Business License Tax- A tax imposed on businesses for the privilege of conducting business within the City.
This tax is for the purpose of revenue generation and not regulatory.
California Environmental Quality Act- A State law that requires public agencies to review projects before approval to identify possible adverse effects on the environment.
California Public Employee Retirement System- The City contributes to the California Public Employee Retirements System (CalPERS), an agent multiple-employer public employee defined benefit pension plan.
CalPERS acts as a common investment and administrative agent for participating public entities within the State. Benefits provisions and all other requirements are established by State statue and City ordinance.
Capital Expenditures- Capital projects such as city buildings, general plan update, park renovations, etc.
These projects are usually multi-year and, thus, extend beyond the annual budget. Capital expenditures are supported by a five-year expenditure plan detailing funding sources and expenditure amounts.
Capital Asset/Capital Outlay- Land, buildings, improvements, machinery and equipment, and infrastructure used in operations that have initial useful lives greater than one year. The City’s policy is to capitalize all assets with costs exceeding certain minimum thresholds, $5,000 for machinery and equipment and $25,000 for buildings, improvements and infrastructure.
Carryover Balance- The difference between actual General Fund (GF) revenues received and actual GF expenditures (operating balance), plus any other GF one-time revenues or expenditures in a given fiscal year.
Central Service Fund- See internal service fund.
Certificates of Participation (COP’s) - Provides long-term financing through a lease, installment of sale agreement or loan agreement used to construct or acquire capital facilities and equipment.
Community Development Block Grant (CDBG) - A grant received from the U.S. Department of Housing and Urban Development.
Debt Service- The payment of principal and interest on borrowed funds such as loans, bonds, notes or certificates of participation according to a predetermined schedule.
Debt Service Funds- Government fund type used to account for the accumulation of resources for and the payment of interest and principal on a debt issue.
Deficit- An excess of expenditures or expenses over resources.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Department- The highest organizational unit with the City which is responsible for managing divisions or activities within a functional area.
Depreciation- The cost of an asset divided by its expected useful life in years.
Development Impact Fee- Fees places on the development of land or conditions required for the approval of a development project such as the donation (dedication or exaction) of certain land (or money) to specific public uses. The fees are typically justified as an offset to the future impact that development will have on existing infrastructure.
Discretionary Expenditure- An expenditure that is avoidable.
Division- An organization unit within a department that provides a specific service.
Emergency Operations Center- An Emergency Operations Center is a pre-designated facility established by the City to coordinate its overall response and support to an emergency.
Encumbrances- Expenditure obligations of the City established when an agreement for services or goods is entered into. An encumbrance crosses fiscal years until the obligation is fully paid.
Ending Balance- A fund’s accumulation of revenues over its expenditures available for appropriation.
Enterprise Funds- Used to account for an activity for which a fee or fees is charged to external users for goods or services. The City has four Enterprise Funds, Water, Wastewater, Airport, and Transit, which account for the water services, wastewater or sewer services, the municipal airport and Transit.
Environmental Impact Report- A detailed review of a proposed project, its potentially adverse environmental effects, possible changes that can be made to reduce adverse effects, and possible alternatives.
Expenditures- The use of financial resources typically spent for goods or services.
Fiduciary Funds- Used to report assets held in a trustee or agency capacity for others.
Financial Reserves- An unappropriated source of funding that can be utilized to meet unexpected budgetary needs.
Fiscal Year- A 12-month period specified for recording financial transactions. The City has specified July 1 to June 30 as its fiscal year.
Franchise- The fee paid to a municipality from a franchisee for the use of City streets and right-of-way.
Full-Time Equivalent (FTE) - Part-time and hourly positions expressed as a fraction of full-time positions (2,080 hours per year). Example: 3 positions working 20 hours a week equals 1.5 FTE’s.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Fund- A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations.
Fund Balance- The difference between fund assets and fund liabilities; also known as fund reserves.
GANN Limit/Proposition 4- The City is required, under Article XIIIB of the State Constitution, to limit appropriations from proceeds of taxes. The annual appropriation limit is based on data received from the State, including various growth measures such as population, CPI and nonresidential construction changes.
Gas Tax- Administered by the State Board of Equalization, this is a per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit.
General Fund- The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to accumulate the cost of the City’s general operations.
Generally Accepted Accounting Principles (GAAP)- Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
General Obligation Bond (GO Bond)- Bonds backed by the full faith and credit of the City, used for various purposes and repaid by regular revenue raising powers (generally property taxes) of the City.
General Plan- California State law requires each City to adopt a General Plan that describes the direction the City will take concerning its future development.
Geographic Information Systems (GIS)- A Geographic Information System (GIS) is an integrated collection of computer hardware and software used for the storage, retrieval, mapping, managing, viewing, analyzing, and modeling of data about geographic features. A GIS provides a framework for gathering and organizing mapped data about a city, along with related databases so that the information can be mapped and analyzed.
GIS is used in all primary systems within the City, including utility mapping and management, police dispatch, fire response, emergency planning and operations, planning and development, and much more.
Goals- A set of criteria to be achieved within a certain time period.
Governmental Funds- Funds generally used to account for tax-supported activities. There are five different types of governmental funds: general fund, special revenue funds, debt service funds, capital projects funds and permanent funds.
Governmental Accounting Standards Board- The Governmental Accounting Standards Board establishes financial accounting and reporting standards for State and local governmental entities, including the City. The standards guide the preparation of external financial reports of those entities.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Government Finance Officers Association- The Government Finance Officers Association is the professional association of state/provincial and local finance officers in the United States and Canada and has served the public finance profession since 1906. Government Finance Officers Association members are dedicated to the sound management of government financial resources. The City strives to create a budget document that addresses the Government Finance Officers Association program criteria as a policy guide, financial plan, operations guide, and a communications device.
Grant Funds- Moneys received from another government, such as the State of Federal government, usually restricted to a specific purpose. An example is the CDBG grant provided by the federal government.
Inflation- A rise in price levels caused by an increase in available funds beyond the proportion of available goods.
Infrastructure- A substructure or underlying foundation on which the continuance or growth of a community depends: roads, schools, transportation systems, etc.
Interest Income- Revenue associated with the City cash management activities of investing fund balances.
Inter-Fund Transfers- Monies moved from one fund to another. The money is transferred to finance the operations of another fund or to reimburse the fund for expenses.
Internal Service Fund- An internal service fund is used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government.
Landscape and Lighting District- An assessment district that is formed for the maintenance of landscaping and streetlight improvements.
Measure E-12/J-20- Measure E-12 and Measure J-20 are a local transaction and use tax (sales tax) measure that asks the City’s voters to approve a general sales tax increase to maintain essential/general services, such as fire protection/paramedic services, wildfire/natural disaster emergency preparedness, 911 emergency response times, public safety, equipping first responders; fixing streets/potholes, school protective services, or other local priorities that the City Council and community may identify.
Mission Statement- A broad direction based on the needs of the community. A mission is general and timeless; it is not concerned with a specific achievement in a given period of time.
Modified Accrual- An adaptation of the accrual basis of accounting for governmental fund types. Revenues and other financing resources are recognized when they become available to finance expenditures for the current period. Expenditures are recognized when the fund liability is incurred.
Municipal Code- A book that contains City Council approved ordinances currently in effect. The code defines City policy with respect to areas such as planning, zoning, building, etc.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Munis- The accounting and budgetary system used by the City of Paso Robles.
Non-Departmental- Appropriations of the General Fund not directly associated with a specific department.
Operating Budget- The portion of the budget that pertains to daily operations and delivery of basic governmental services.
Operating Expenses- Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in program inventories.
Ordinance- A formal legislative enactment by the City Council. It is the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than a resolution.
Performance/Workload Measures- Number or percentage of work category completed or performed. The performance/workload measures provide an indicator of the amount of work performed or measures the quality of effectiveness of work performed by a department or program from year to year.
Personnel Services- Wages, salaries and benefits paid to City employees.
Projected Expenditures- The amount of expenditures expected in the current fiscal year.
Projected Revenue- The amount of revenue expected to be received in the current fiscal year.
Property Tax- Property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property located within the City.
Proposed Budget- The initial plan for the fiscal year presented to the City Council before adoption.
Proprietary Funds- Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.
Redevelopment Agency (RDA) - A separate legal entity charged with the responsibility for elimination of blight through the process of redevelopment.
Reimbursement- The payment of an amount remitted on behalf of another party, department, or fund.
Restricted Reserves- Used to indicate that resources are not available for appropriation and subsequent spending but is either for a specific purpose or to fund a liability.
Resolution- A special order of the City Council, which has a subordinate legal standing than an ordinance.
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CITY OF EL PASO DE ROBLES
APPENDICES
Glossary
Revenue- Amount received for taxes, fees, permits, licenses, interest, and intergovernmental sources during the fiscal year.
Revenue Bond- A type of bond usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities.
Revised Budget- Adopted plus/minus any midyear Council action.
Risk Management- An organized attempt to protect a government’s assets against accidental loss in the more economical method.
Staffing for Adequate Fire and Emergency Response (SAFER) Grant- Competitive grants from the Department of Homeland Security through the Federal Emergency Management Agency, which are utilized by the Emergency Services Department to hire additional firefighters.
Sales Tax- Tax imposed on retailers for the privilege of selling tangible personal property in California as well as within the City.
Salaries and Benefits- The set of all City-related operating costs for personnel (e.g., salaries, wages, retirement, health, dental, etc.).
Special Revenue Funds- Governmental fund type used to account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted for specified purposes.
Staffing- A budget category which generally accounts for full-time and temporary employees.
Strategic Plan- A document outlining long-term goals, critical issues, and action plans that will increase the organization’s effectiveness in attaining its vision, priorities, mission, goals, and objectives.
Supplemental Sales Tax- Additional local add-on sales tax. The City currently has two: Measure E-12, a half cent supplemental sales tax and Measure J-20, a full cent supplemental sales tax.
Taxes- Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.
Transfers In/Out- Movement of money from one fund to another within the City of Paso Robles or component units of the City of Paso Robles.
Transient Occupancy Tax (TOT) - A tax imposed on travelers who stay in temporary lodging facilities within the City.
Unfunded Pension Liability- The difference between assets in a pension fund and the amount of benefits the fund is required to pay out in the long-term.
DRAFT 232 Attachment 1