Paso Robles City Council
June 16, 2026

CITY OF EL PASO DE ROBLES

AUTHORIZED POSITIONS BY DEPARTMENT
For Fiscal Years 2023-24 through 2027-28
Job Title of Authorized Position
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
City Manager's Office
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Civic Engagement Coordinator 1.00 1.00 0.00 0.00 0.00
Economic Development Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant/Asst City Clerk 1.00 1.00 1.00 1.00 1.00 Management Analyst 0.00 0.00 1.00 1.00 1.00
Total Positions 6.00 6.00 6.00 6.00 6.00
Administrative Services
Accounting Specialist 2.00 2.00 2.00 2.00 2.00
Accounting Supervisor 1.00 1.00 1.00 1.00 1.00
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Assistant HR/Risk Manager 0.00 1.00 1.00 1.00 1.00
Finance Manager 1.00 1.00 1.00 1.00 1.00
Geographic Info. Systems Manager 1.00 1.00 1.00 1.00 1.00 HR/Risk Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Specialist 3.00 3.00 3.00 3.00 3.00
Information Technology Manager 1.00 1.00 1.00 1.00 1.00 IT Technician 2.00 2.00 2.00 2.00 2.00
Payroll/Risk Coordinator 1.00 1.00 1.00 1.00 1.00
Senior IT Technician 1.00 1.00 1.00 1.00 1.00
Total Positions 15.00 16.00 16.00 16.00 16.00
Police Department
Commander 3.00 3.00 3.00 2.00 2.00
Community Services Officer 5.00 4.00 4.00 4.00 4.00
Corporal 0.00 0.00 7.00 9.00 11.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Deputy Police Chief 0.00 1.00 1.00 1.00 1.00
Dispatch Supervisor 1.00 1.00 1.00 1.00 1.00
Dispatcher 10.00 10.00 10.00 10.00 10.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Lieutenant 0.00 0.00 0.00 2.00 2.00
Parking Coordinator 1.00 0.00 0.00 0.00 0.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Officer 49.00 49.00 44.00 42.00 40.00
Records Assistant 0.47 0.47 0.47 0.00 0.00
Records Supervisor 1.00 1.00 1.00 1.00 1.00
Records Technician 3.00 3.00 3.00 4.00 4.00
Sergeant 9.00 9.00 9.00 9.00 9.00
Support Services Manager 1.00 1.00 1.00 1.00 1.00
Training Coordinator 0.47 1.00 0.00 0.00 0.00
Total Positions 86.94 86.47 87.47 89.00 89.00
98 Attachment 3

CITY OF EL PASO DE ROBLES

AUTHORIZED POSITIONS BY DEPARTMENT
For Fiscal Years 2023-24 through 2027-28
Job Title of Authorized Position
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
Fire & Emergency Services
Administrative Captain 1.00 2.00 2.00 2.00 2.00
Battalion Chief 3.00 3.00 3.00 3.00 3.00
Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00
Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Captain 9.00 9.00 9.00 9.00 9.00
Fire Chief 1.00 1.00 1.00 1.00 1.00
Fire Engineer 9.00 9.00 12.00 12.00 12.00
Fire Marshal 1.00 1.00 1.00 1.00 1.00
Fire Prevention Specialist 2.00 2.00 2.00 2.00 2.00
Firefighter 15.00 15.00 18.00 18.00 18.00
Total Positions 43.00 44.00 50.00 50.00 50.00
Public Works
Administrative Assistant 2.00 2.00 2.00 2.00 2.00
Airport Maintenance Technician I/II 2.00 2.00 2.00 2.00 2.00 Airport Manager 1.00 1.00 1.00 1.00 1.00
Airport Supervisor 0.00 0.00 1.00 1.00 1.00
Assistant Capital Project Manager 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Tech I/II 5.00 5.00 5.00 5.00 5.00 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00
Fleet Supervisor 1.00 1.00 1.00 1.00 1.00
Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Tech I/II 5.00 5.00 5.00 5.00 5.00 Lead Airport Maintenance Tech. 0.00 1.00 1.00 1.00 1.00 Lead Facilities Maintenance Tech 1.00 1.00 1.00 1.00 1.00 Lead Landscape Maintenance Tech 1.00 1.00 1.00 1.00 1.00 Lead Street Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00
Management Analyst 0.00 1.00 1.00 1.00 1.00
Mechanic 2.00 2.00 2.00 2.00 2.00
Public Works Chief Engineer 1.00 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00 1.00
Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Stormwater Inspector I/II 1.00 1.00 1.00 1.00 1.00
Stormwater Manager 1.00 1.00 1.00 1.00 1.00
Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Street Maintenance Technician I/II 5.00 8.00 8.00 8.00 8.00 Total Positions 36.00 41.00 42.00 42.00 42.00
Community Services
Aquatics Assistant Pool Manager 0.68 0.68 0.68 0.68 0.68 Aquatics Coordinator 1.00 1.00 1.00 1.00 1.00
Aquatics Office Assistant 0.39 0.39 0.39 0.39 0.39
Community Events Coordinator - - 0.47 0.47 0.47
99 Attachment 3

CITY OF EL PASO DE ROBLES

AUTHORIZED POSITIONS BY DEPARTMENT
For Fiscal Years 2023-24 through 2027-28
Job Title of Authorized Position
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
Community Services Director 1.00 1.00 1.00 1.00 1.00
Homeless Services Manager - 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 Librarian 4.00 4.00 4.00 4.00 4.00
Library Manager 1.00 1.00 1.00 1.00 1.00
Library Services Coordinator 1.00 1.00 1.00 1.00 1.00
Library Services Representative 3.76 3.76 3.76 3.76 3.76 Lifeguard/Swim Instructor 2.47 2.47 2.47 2.47 2.47
Park Ambassador 1.41 1.41 1.41 1.41 1.41
Parks & Trails Maintenance Specialis 7.00 7.00 7.00 7.00 7.00 Parks & Trails Supervisor 1.00 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Recreation Program Coordinator 2.00 3.00 3.00 3.00 3.00 Recreation Services Assistant 3.00 3.00 3.00 3.00 3.00
Recreation Services Representative 1.88 1.88 1.41 1.41 1.41 Total Positions 36.11 38.11 38.11 38.11 38.11
Community Development
Administrative Assistant 3.00 2.00 2.00 2.00 2.00
Assistant Planner 2.00 2.00 2.00 2.00 2.00
Associate Planner 2.00 2.00 2.00 2.00 2.00
Building Inspector I/II 4.00 4.00 4.00 4.00 4.00
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Chief Engineering Inspector 0.00 0.00 1.00 1.00 1.00
City Engineer/Deputy CD Director 1.00 1.00 1.00 1.00 1.00 City Planner 1.00 1.00 1.00 1.00 1.00
Community Development Director 1.00 1.00 1.00 1.00 1.00 Community Development Intern 0.86 0.86 0.86 0.86 0.86
Deputy Building Official 1.00 1.00 1.00 1.00 1.00
Development Services Manager 1.00 1.00 1.00 1.00 1.00
Engineering Inspector I/II 2.00 3.00 2.00 2.00 2.00
Permit Technician 2.00 2.00 3.00 3.00 3.00
Sr. Development Review Engineer 1.00 1.00 1.00 1.00 1.00 Total Positions 22.86 22.86 23.86 23.86 23.86
Utilities
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Industrial Waste Manager 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
Lead WW Collections Operator 1.00 1.00 1.00 1.00 1.00
Lead WW Treatment Plant Operator 2.00 2.00 2.00 2.00 2.00 Pretreatment Coordinator - 1.00 1.00 1.00 1.00
Principal Utility Engineer 1.00 1.00 1.00 1.00 1.00
100 Attachment 3

CITY OF EL PASO DE ROBLES

AUTHORIZED POSITIONS BY DEPARTMENT
For Fiscal Years 2023-24 through 2027-28
Job Title of Authorized Position
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Budget
FY 2027-28
Budget
Recycled Water Manager 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 Utilities Director 1.00 1.00 1.00 1.00 1.00
UB Customer Service Rep 3.00 3.00 3.00 3.00 3.00
Utility Billing Manager - - - 1.00 1.00
Utility Billing Supervisor 1.00 1.00 1.00 - -
Wastewater (WW) Manager 1.00 1.00 1.00 1.00 1.00
Wastewater Chief Plant 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 Wastewater Collections Supervisor 1.00 1.00 1.00 1.00 1.00 WWTP Operator I/II 6.00 6.00 6.00 6.00 6.00
Water Chief Plant Operator 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 10.00 10.00 Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00
Water Meter Technician - - - 1.00 1.00
Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00
Water Quality Technician I/II 1.00 1.00 1.00 - -
Water Treatment Operator I/II 2.00 2.00 2.00 2.00 2.00
Water Utility Manager 1.00 1.00 1.00 1.00 1.00
WTO and Compliance Technician - - - 1.00 1.00
WW Treatment Plan Maint Tech 1.00 1.00 1.00 1.00 1.00
Total Positions 48.00 48.00 49.00 49.00 49.00
Total Authorized Positions 293.91 302.44 312.44 313.97 313.97 101 Attachment 3

THIS PAGE IS INTENTIONALLY LEFT BLANK
102 Attachment 3

CITY OF EL PASO DE ROBLES

DEPARTMENT AND PROGRAM OVERVIEWS
103 Attachment 3

CITY OF EL PASO DE ROBLES

DEPARTMENT AND PROGRAM OVERVIEW
Organization of City Government
The City of Paso Robles was incorporated in 1889 as a General Law City and operates under a CouncilManager form of government, a structure designed to combine community leadership with professional administration in delivering municipal services. This form of government provides clear accountability by separating policy-making responsibilities from day-to-day administrative operations.

The City Council serves as the City's governing body and is responsible for establishing policy direction, adopting ordinances and resolutions, approving the annual budget, making land use decisions, and setting strategic priorities for the organization. The Council consists of five elected members, including an at-large Mayor and four Councilmembers elected by district. Residents also elect a City Treasurer at-large. All six elected offices are non-partisan.

ELECTED OFFICIALS
In addition to the City Council, numerous boards, commissions, and committees play an important role in local governance by providing public input, technical expertise, and recommendations on a variety of community issues. These advisory bodies help ensure that residents have opportunities to participate in the decision-making process and assist the City Council in evaluating policies, programs, and projects.

Members of these boards, commissions, and committees are generally appointed by the City Council and volunteer their time and expertise in service to the community. Areas of focus include planning and development, parks and recreation, supplemental sales tax oversight, airport operations, library services, tourism promotion, youth engagement, and other specialized functions. While most serve in an advisory capacity, their recommendations help inform Council decisions and contribute to transparent, communitydriven governance.

The City Council appoints a City Manager to serve as the organization's Chief Executive Officer. The City Manager is responsible for implementing Council policies, overseeing daily operations, managing City departments, preparing and administering the budget, and ensuring the effective and efficient delivery of municipal services. The Council also appoints the City Attorney, who serves as the City's chief legal advisor.

As a full-service municipal organization, the City of Paso Robles provides a broad range of services that support public safety, infrastructure, economic vitality, environmental stewardship, and quality of life. These services are delivered through eight departments and multiple operating divisions, each contributing to the City's mission of providing responsive, accountable, and high-quality public services.

John Hamon
Mayor
Term Expires 2026
Kris Beal
District 1
Term Expires 2026
Chris Bausch
District 2
Term Expires 2026
Steve Gregory
District 3
Term Expires 2028
Fred Strong
District 4
Term Expires 2028
104 Attachment 3

CITY OF EL PASO DE ROBLES

DEPARTMENT AND PROGRAM OVERVIEW
Organization of City Government

ORGANIZATION OF CITY GOVERNMENT

EXECUTIVE MANAGEMENT
City Manager ............................................................................................................................Chris Huot Assistant City Manager....................................................................................................... David Malewitz City Attorney......................................................................................... Elizabeth Hull-Best, Best & Krieger Administrative Services Director.............................................................................................Ryan Cornell Community Development Director ........................................................................................Warren Frace Community Services Director..............................................................................................Angelica Fortin Fire Chief......................................................................................................................Jonathan Stornetta Police Chief ..........................................................................................................................Damian Nord Public Works Director....................................................................................................................[Vacant] Utilities Director............................................................................................................Christopher Alakel The following pages provide an overview of each department, including organizational structure, service responsibilities, staffing, accomplishments, performance measures, budget information, and strategic priorities for the upcoming fiscal years.

Voters of the City of Paso Robles
City Council
Boards, Committees &
Commissions City Manager
City Manager's
Office
City Clerk
Civic
Engagement
Economic
Development
Administrative
Services
Finance
Human
Resources/Risk
Management
Information
Technology
Police
Detective/
Investigations
Patrol &
Response
Dispatch &
Records
Fire and
Emergency
Services
Community
Risk Reduction
Emergency
Response
Public Works
Airport
Capital
Projects
Streets &
Stormwater
Facility, Fleet &
Landscape
Community
Services
Homeless
Library
Parks & Trails
Recreation
Community
Development
Building
Engineering
Planning
Utilities
Solid Waste
Utility Billing
Wastewater
Water
City Attorney
City Treasurer
105 Attachment 3

CITY MANAGER’S OFFICE

PROVIDING LEADERSHIP, STRATEGIC DIRECTION, AND ORGANIZATIONAL EXCELLENCE Department Director: David Malewitz, Assistant City Manager

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $3.7 Million
FY 2027/28 BUDGET $3.2 Million
AUTHORIZED POSITIONS 6.0 FTE
DIVISIONS 3
% OF GENERAL FUND BUDGET 6%

DEPARTMENT OVERVIEW
1 DEPARTMENT OVERVIEW
The City Manager’s Office (CMO) is responsible for the
implementation of policy established by the Council and the coordination of those efforts through the City’s eight
departments. The CMO primary functions include legislative support, policy implementation, budget development, strategic planning, economic development, elections, and community engagement services.

The CMO includes several functions that provide specific services to the public, in alignment with adopted City Council Goals. These functions include City Clerk and legislative services, civic engagement and communication services, and economic development. These functions operate as a single unit, with one employee each reporting to the Assistant City Manager.

SUPPORTING COUNCIL GOALS
Economic
Development &
Diversity
Marketing &
Business
Attraction
Aerospace,
Innovation &
Technology
Community
Partnerships
Community
Engagement
and Social
Media
106 Attachment 3

FY 2025/26 HIGHLIGHTS
The City conducted a Tourism Impact Study to examine the economic, fiscal, and social impacts of tourism in Paso Robles. Tourism not only fuels the city’s economy by supporting jobs and sustaining local businesses but also generates critical tax revenues that fund public services and community amenities, contributing to the city’s overall quality of life. In 2023, tourism-related spending in the area generated an impressive $467.6 million in total economic output for the City. Of this, $450.8 million came from direct spending, primarily through lodging, food, beverages, and entertainment.

The City was honored with the prestigious Award of Merit from the California Association for Local Economic Development (CALED) for its 5- Year Economic Development Strategic Plan. This comprehensive plan— developed through extensive community engagement—outlines targeted strategies designed to foster economic diversity, support local businesses, and enhance workforce opportunities. Notably, this is the City’s first comprehensive economic strategy update since 2006, reflecting a renewed commitment to sustainable growth and economic resilience. The award highlights Paso Robles’s leadership in innovative local governance and its dedication to long-term prosperity.

In The City continues to work towards its long-term initiative to create a Spaceport and Technology Corridor centered around obtaining a Federal Aviation Administration (FAA) Commercial Spaceport License for the Paso Robles Municipal Airport. The space sector is experiencing rapid growth and contributing significantly to the economic development of many communities and regions of the country. Opportunities for development and testing; manufacturing; launch, landing and reentry operations; and many related services exist for Paso Robles. These opportunities will increase as the space industry continues to mature with more diverse launch systems, multiple new and innovative satellite applications, related satellite ground tracking systems, data storage/analytic services, and human spaceflight, to name just a few.

In November 2025, Jacob Green and Associates, Inc. (JGA) facilitated a City Council workshop with the City Manager to support structured strategic discussion and clarify long-term priorities in advance of the FY 2026–2028 budget process. During the workshop, the City Council developed the City’s first-ever vision statement:
“We envision a welcoming and thriving community with a
diverse economy and quality jobs that empower every
generation to build their future here in Paso Robles”

YEAR IN REVIEW
2 Tourism
Impact
Study
Awards and
Recognitions
Spaceport
and
Technology
Corridor
City
Council
Goals and
Visioning
Statement
CITY MANAGER’S OFFICE
107 Attachment 3

DIVISION OVERVIEW
3 CITY CLERK &

LEGISLATIVE SERVICES
FY 26/27 Budget:
$499,400
FY 27/28 Budget:
$392,100
Staffing: 1.5 FTE
The City Clerk serves as the
official custodian of City
records and is responsible for
maintaining ordinances,
resolutions, and other actions
adopted by the City Council.

The office ensures
compliance with federal,
state, and local requirements,
including the Political Reform
Act, Ralph M. Brown Act, and
California Public Records Act.

Key responsibilities include
coordinating City Council
agendas and public notices,
managing board and
commission recruitment
processes, and administering
municipal election functions
to promote transparency,
public engagement, and
compliance with applicable
laws and regulations.

COMMUNICATIONS &

COMMUNITY

ENGAGEMENT
FY 26/27 Budget:
$253,500
FY 27/28 Budget:
$274,300
Staffing: 1.0 FTE
This function supports citywide communications, public out-reach, and organizational
initiatives that promote
transparency and strengthen
connections with residents,
businesses, and stakeholders. Key activities include
coordinating community
workshops, public meetings,
surveys, and other engagement efforts to gather
feedback and support
informed decision-making.

The function also oversees the
development of marketing
and promotional materials,
website content, social media
communications, and graphic
design services, ensuring
timely, accurate, and
accessible information regarding City programs and
services.

ECONOMIC

DEVELOPMENT
FY 26/27 Budget:
$1.4 Million
FY 27/28 Budget:
$947,600
Staffing: 1.0 FTE
The Economic Development
function promotes sustainable economic growth,
business retention and
expansion, job creation, and
long-term fiscal sustainability.

Responsibilities include
implementing strategies to
attract investment, support
local businesses and
entrepreneurship, expand the
City’s tax base, and encourage
commercial and industrial
development. The function
serves as a liaison to the
business community,
facilitates redevelopment and
reinvestment efforts, and
coordinates with regional
partners. Through economic
analysis, strategic planning,
and business outreach, these
efforts help strengthen Paso
Robles’ economy.

CITY MANAGER’S OFFICE
108 Attachment 3

FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund $ 2,451,028 $ 2,874,490 $ 2,724,404 $ 3,689,700 $ 3,171,100 Economic Vitality Fund - 55,875 - - -
Total Funding Sources 2,451,028 2,930,365 2,724,404 3,689,700 3,171,100 Expenditures
Personnel Services 1,457,079 1,633,019 1,349,360 1,688,400 1,740,000 Operating Expenses 993,949 1,297,346 1,375,044 2,001,300 1,431,100 Total $ 2,451,028 $ 2,930,365 $ 2,724,404 $ 3,689,700 $ 3,171,100

BUDGET OVERVIEW
4 $-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
Communications Council
Governance
City Clerk Econ
Development
Dept
Administration

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 1.0

2.0 3.0

4.0 5.0

6.0 7.0
21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's
CITY MANAGER’S OFFICE
109 Attachment 3

FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Economic Development Manager 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Management Analyst - - 1.00 1.00 1.00
Civic Engagement Coordinator 1.00 1.00 - - -
Executive Assistant/Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 Total Positions 6.00 6.00 6.00 6.00 6.00

ORGANIZATIONAL CHART
5 Assistant City Manager
City Clerk Economic Development
Manager Management Analyst
Executive Assistant/Deputy
City Clerk
CITY MANAGER’S OFFICE
110 Attachment 3

ADMINISTRATIVE SERVICES DEPARTMENT

SUPPORTING FISCAL STEWARDSHIP, TECHNOLOGY, AND ORGANIZATIONAL EXCELLENCE Department Director: Ryan Cornell

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $7.5 Million
FY 2027/28 BUDGET $7.7 Million
AUTHORIZED POSITIONS 16.0 FTE
DIVISIONS 3
% OF GENERAL FUND BUDGET 5%

DEPARTMENT OVERVIEW
1 DEPARTMENT OVERVIEW
The Administrative Services Department provides the core internal support that allows the City to operate efficiently, transparently, and in compliance with laws and policies. It serves as the hub for centralized citywide services in finance, human resources, and information technology, ensuring
departments have the tools, staff, and systems needed to deliver services to the community. Overall, Administrative Services provides centralized expertise, standardized
processes, and strategic planning that strengthen internal operations, safeguard public resources, and enable city departments to focus on delivering high-quality services to residents and businesses.

SUPPORTING COUNCIL GOALS
2-3 Year Budget
Cycle
Long Term
Budgeting
Projections
Review Effective
Use of
Consultants
Community
Engagement
111 Attachment 3

FY 2025/26 HIGHLIGHTS
On June 17, 2025, Standard and Poor’s Global Rating Agency (S&P) assigned a “AA+” rating to the City for the anticipated bond issuance for the South Vine Street bridge and road realignment project. The best rating possible for the type of financing. 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. • 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.

The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to
the City for its annual comprehensive report for the fiscal year ended June 30, 2024. This was the sixth time the City has received the award from GFOA. To receive the award, the City published an easily readable and efficiently organized ACFR that satisfied accounting principles generally accepted in the United States of America and all applicable legal requirements. The City also received the GFOA’s Distinguished Budget Presentation Award for its Operating and Capital Budget Report for Fiscal Year 2024-25 and 2025-26 on August 12, 2024. To qualify for this award, the City’s budget document had to be judged proficient as a policy document, a financial plan, an operations guide, and a communication device.

YEAR IN REVIEW
2 City’s
Updated
Credit
Rating
Awards and
Recognitions

ADMINISTRATIVE

SERVICES
112 Attachment 3

ADMINISTRATIVE

SERVICES
In 2023, the City entered into a professional services agreement with Baker Tilly US, LLP to conduct a Classification and Compensation Study. A classification and compensation system—which defines the types of jobs in an organization and how much those types of jobs will pay—is the framework organizations set up to make sure job classifications and employees’ compensation is fair, strategic, and competitive within a given market. This project is completed and results have been shared with the City Council.

Following completion of the analysis, staff implemented its recommendations (e.g., unbroadbanding classifications, more linear salary progression) and at the end of 2025, beginning of 2026, the City ratified employment agreements with each of its labor groups for a three-year period. Over the term of the contract, some employees are being adjusted more significantly than others to better position the city with its market comparators.

People are one of the most important pieces of making government work since the City is a service-oriented organization. As such, being able to recruit vacant and budgeted positions will more effectively enhance the services the city provides to the community. In 2025, the Human Resources Division hired or promoted 120 individuals, yet approximately 21 positions remain vacant. Not only does the City need to focus on recruitment, but retention is also just as important since high turnover rates can affect the City’s long-term success and growth, and developing an effective retention strategy can help highlight internal opportunities, improve employee satisfaction, and decrease turnover. Employees who feel their employers are invested in their career and professional development are often more likely to be loyal to their organization.

In response, Council approved a ‘Hiring Incentive Policy’ to establish a list of guidelines and parameters that management can implement when a key position becomes vacant. Similar to the Layoff Prevention Plan—the list of protocols the City will implement during times of economic adversity—but in reverse, this policy includes protocols such as, but not limited to, pausing all other recruitments, hiring a recruiting firm, offering hiring incentives, retention incentives, moving allowances, etc. as well when it is appropriate to over hire (i.e., to allow for cross-training of positions).

Classification
and
Compensation
Study and
Labor
Contracts
Hiring
Incentive
Policy
YEAR IN REVIEW-continued
2 113 Attachment 3

DIVISION OVERVIEW
3 FINANCE &

ACCOUNTING
FY 26/27 Budget:
$921,100
FY 27/28 Budget:
$961,700
Staffing: 4.0 FTE
The Finance Division manages
budgeting, accounting,
purchasing, revenue
collection (e.g., business
license, transient occupancy
tax), and financial reporting.

The department develops the
annual budget, monitors
expenditures, tracks
revenues, and ensures
compliance with government
accounting standards. It also
oversees audits, manages
debt and investments,
processes vendor payments,
and provides financial
analysis to support policy
decisions. Centralized
financial services promote
consistency, accountability,
and strong fiscal stewardship
across all departments.

HUMAN RESOURCES &

RISK MANAGEMENT
FY 26/27 Budget:
$3.8 Million
FY 27/28 Budget:
$4.0 Million
Staffing: 6.0 FTE
The Human Resources and
Risk Management Division
serves as a strategic partner
to all City departments by
supporting the recruitment,
development, compensation,
and retention of a highperforming workforce
dedicated to delivering quality
public services. Core
functions include
recruitment, labor and
employee relations, benefits
administration, training,
payroll, and classification and
compensation. The division
also manages the City’s risk
management program,
overseeing liability and
workers’ compensation
claims, minimizing
organizational risk exposure,
and supporting employee
recovery and return-to-work
efforts following workplace
injuries.

INFORMATION

TECHNOLOGY
FY 26/27 Budget:
$2.4 Million
FY 27/28 Budget:
$2.4 Million
Staffing: 5.0 FTE
The Information Technology
Division oversees citywide
technology infrastructure,
including computer
equipment, software
systems, cybersecurity,
networks, and user support.

The department manages
equipment procurement,
maintenance, and
replacement planning to
ensure staff have reliable
tools to perform their work. IT
services also support data
management, public
transparency tools, and
operational continuity. IT
division has a robust
Geographic Information
System (GIS) program that
informs and enhances many
city services with mapping
and data base management
functions.

ADMINISTRATIVE

SERVICES
114 Attachment 3

FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
General Fund $ 2,505,512 $ 2,925,814 $ 2,788,849 $ 2,812,200 $ 2,906,400 IT Internal Service Fund 1,944,930 1,751,663 2,172,224 2,411,300 2,354,900 Risk Management ISF 2,044,315 2,131,939 1,889,593 2,306,300 2,478,100 Total Funding Sources 6,494,757 6,809,416 6,850,666 7,529,800 7,739,400 Expenditures
Personnel Services 2,421,261 2,680,022 2,738,139 3,037,900 3,150,800 Operating Expenses 4,073,496 3,974,757 4,108,937 4,486,900 4,583,600 Capital Outlay - 154,637 3,590 5,000 5,000
Total $ 6,494,757 $ 6,809,416 $ 6,850,666 $ 7,529,800 $ 7,739,400

BUDGET OVERVIEW
4 $-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
Dept Admin Finance & Accounting Information
Technology
HR & Risk
Management

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 2.0

4.0 6.0

8.0 10.0

12.0 14.0

16.0 18.0
21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

ADMINISTRATIVE

SERVICES
115 Attachment 3

FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Finance 0 0 0 0 0
Finance Manager 1.00 1.00 1.00 1.00 1.00
Accounting Supervisor 1.00 1.00 1.00 1.00 1.00
Accounting Specialist 2.00 2.00 2.00 2.00 2.00
Human Resources/Risk Management 0 0 0 0 0
Human Resources (HR)/Risk Manager 1.00 1.00 1.00 1.00 1.00 Assistant HR/Risk Manager - 1.00 1.00 1.00 1.00
Human Resources Specialist 3.00 3.00 3.00 3.00 3.00
Payroll/Risk Coordinator 1.00 1.00 1.00 1.00 1.00
Information Technology 0 0 0 0 0
Information Technology (IT) Manager 1.00 1.00 1.00 1.00 1.00 GIS Manager 1.00 1.00 1.00 1.00 1.00
Senior IT Technician 1.00 1.00 1.00 1.00 1.00
IT Technician 2.00 2.00 2.00 2.00 2.00
Total Positions 15.00 16.00 16.00 16.00 16.00

ORGANIZATIONAL CHART
5 Administrative
Services Director
Finance Manager
Accounts Payable Treasury
Financial Reporting Business License
Tax Collection General Billing
Human
Resources/Risk
Manager
Payroll Benefit
Administration
Recruitment Leaves of Absence/
Workers' Comp
General Liability
Claims
Labor & Employee
Relations
Information
Technology
Manager
Desk Support Desktop
Replacement
Infrastructure
Maintenance Cyber Security
Paso Fiber Connect Geographic
Systems

ADMINISTRATIVE

SERVICES
116 Attachment 3

POLICE DEPARTMENT

TO DEVELOP EXCEPTIONAL EMPLOYEES WHO SERVE WITH INTEGRITY, PROTECT WITH

PROFESSIONALISM, AND PARTNER WITH OUR COMMUNITY TO BUILD A SAFE AND THRIVING

PASO ROBLES
Department Director: Damian Nord, Police Chief

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $21.7 Million
FY 2027/28 BUDGET $22.6 Million
AUTHORIZED POSITIONS 89.0 FTE
DIVISIONS 3
% OF GENERAL FUND BUDGET 25%

DEPARTMENT OVERVIEW
1 DEPARTMENT OVERVIEW
The Paso Robles Police Department (PRPD) 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.

SUPPORTING COUNCIL GOALS
Strengthen
Organization
Capacity
PublicPrivate EMS
Partnership
Financial
Stewardship
and
Sustainability
Community
Engagement
Data Driven
Decision
Making
117 Attachment 3

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.
“
118 Attachment 3

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
119 Attachment 3

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.
120 Attachment 3

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.
121 Attachment 3

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.
122 Attachment 3

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
“
123 Attachment 3

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
124 Attachment 3

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.
125 Attachment 3

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
126 Attachment 3

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.
127 Attachment 3

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
128 Attachment 3

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.
129 Attachment 3

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
130 Attachment 3

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. 131 Attachment 3

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
“
132 Attachment 3

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
133 Attachment 3

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
134 Attachment 3

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 SST Fund 2,040,544 3,576,003 4,391,841 8,389,900 8,743,100 Downtown Parking 514,477 14,119 - - -
SLESF Fund - 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

BUDGET OVERVIEW
4 $-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
Parking Support Services Investigations Depart Admin Patrol

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 20.0

40.0 60.0

80.0 100.0
21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

POLICE DEPARTMENT
135 Attachment 3

FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Police Chief 1.00 1.00 1.00 1.00 1.00
Deputy Police Chief - 1.00 1.00 1.00 1.00
Commander 3.00 3.00 3.00 2.00 2.00
Support Services Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Lieutenant - - - 2.00 2.00
Sergeant 9.00 9.00 9.00 9.00 9.00
Corporal - - 7.00 9.00 11.00
Officer 49.00 49.00 44.00 42.00 40.00
Parking Coordinator 1.00 - - - -
Community Services Officer 5.00 4.00 4.00 4.00 4.00
Dispatch Supervisor 1.00 1.00 1.00 1.00 1.00
Dispatcher 10.00 10.00 10.00 10.00 10.00
Records Supervisor 1.00 1.00 1.00 1.00 1.00
Records Technician 3.00 3.00 3.00 4.00 4.00
Records Assistant 0.47 0.47 0.47 - -
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Training Coordinator 0.47 1.00 - - -
Total Positions 86.94 86.47 87.47 89.00 89.00

ORGANIZATIONAL CHART
5 Police Chief
Deputy Police
Chief
Investigations
Bureau
Commander
Detective/
Investigations
Community
Action Team
Special
Enforcement
Team
Training &
Recruitment
Operations
Commander
Patrol Specialty
Assignments
Support Services
Manager
Dispatch/
Communications Records
Executive
Assistant

POLICE DEPARTMENT
136 Attachment 3

FIRE & EMERGENCY SERVICES DEPARTMENT

WE ARE DEDICATED TO PROTECTING YOUR QUALITY OF LIFE THROUGH EXCEPTIONAL

PUBLIC SERVICE AND INTERACTIVE COMMUNITY ENGAGEMENT
Department Director: Jonathan Stornetta, Fire Chief

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $13.6 Million
FY 2027/28 BUDGET $15.2 Million
AUTHORIZED POSITIONS 50.0 FTE
DIVISIONS 3
% OF TOTAL GENERAL FUND
BUDGET 15%

DEPARTMENT OVERVIEW
1 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.

SUPPORTING COUNCIL GOALS
Strengthen
Organization
Capacity
PublicPrivate EMS
Partnership
Financial
Stewardship
and
Sustainability
Community
Engagement
Data Driven
Decision
Making
137 Attachment 3

FY 2025/26 HIGHLIGHTS
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.

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.

YEAR IN REVIEW
2 Paramedic
Squad
Public Safety
Training
Center

FIRE & EMERGENCY

SERVICES
138 Attachment 3

FIRE & EMERGENCY

SERVICES
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 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.

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.

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.

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 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.

Insurance
Services
Office Rating
Standards of Cover
YEAR IN REVIEW-continued
2 Goat Grazing
Recognized Statewide in
Western City Magazine
139 Attachment 3

DIVISION OVERVIEW
3 EMERGENCY

RESPONSE
FY 26/27 Budget:
$10.6 Million
FY 27/28 Budget:
$12.3 Million
Staffing: 43.0 FTE
Fire response services provide
comprehensive, all-hazard
emergency response to
protect life, property, and the
environment. Core services
include fire suppression,
paramedic-level emergency
medical care, technical
rescue, and hazardous
materials response. Services
operate from three
strategically located fire
stations staffed generally by
four personnel per engine. The
reintroduction of the
paramedic squad in 2025
improved medical response
efficiency and resource
availability. Through regional
automatic and mutual aid
partnerships, ongoing
training, and continuous
performance evaluation, the
Department delivers reliable,
high-quality emergency
services to the community.

COMMUNITY RISK

REDUCTION
FY 26/27 Budget:
$1.1 Million
FY 27/28 Budget:
$1.1 Million
Staffing: 4.0 FTE
The Community Risk
Reduction Division focuses on
proactive programs that
reduce emergencies and
enhance public safety through
prevention, education, and
mitigation efforts. Core
services include fire and life
safety inspections, code
enforcement, development
plan review, and public
education related to fire
prevention and emergency
preparedness. The division
also implements targeted
risk-reduction initiatives,
including vegetation
management and fuel
reduction programs to
mitigate wildfire risk. Through
data-driven decision-making
and community partnerships,
these efforts improve safety,
reduce risk, and support the
Department’s mission of
protecting lives and property.

EOC AND MUTAL AID
FY 26/27 Budget:
$473,700
FY 27/28 Budget:
$440,700
Staffing: N/A
The Department manages the
City’s Emergency Operations
Center (EOC), which coordinates response and recovery
efforts during major incidents,
disasters, and emergencies.

Through planning, training,
and exercises, the Department maintains readiness to
support incident management, resource coordination,
continuity of operations, and
public information. The
Department also participates
in the California Office of
Emergency Services mutual
aid system, deploying
personnel and resources to
statewide emergencies.

These reimbursable deployments strengthen operational
experience, regional partnerships, and overall emergency preparedness while maintaining local service capabilities.

FIRE & EMERGENCY

SERVICES
140 Attachment 3

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 $ 8,128,300 $ 8,295,100 SST Fund 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 13,573,000 15,221,000 Expenditures
Personnel Services 9,376,431 10,402,824 11,256,550 12,332,000 12,758,700 Operating Expenses 651,140 689,355 743,334 925,500 2,462,300 Capital Outlay 285,475 289,478 331,334 315,500 -
Total $10,313,046 $11,381,657 $12,331,218 $13,573,000 $15,221,000

BUDGET OVERVIEW
4 $-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
EOC/Cal OES Community Risk
Reduction
Dept Admin Emergency Response

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 10.0

20.0 30.0

40.0 50.0

60.0 70.0
21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

FIRE & EMERGENCY

SERVICES
Note: Actual FTEs include
overtime hours, while authorized
FTEs do not. Due to minimum
staffing requirements and
employee deployments to State
response assignments, actual
FTEs may exceed authorized
staffing levels.
141 Attachment 3

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 2.00 2.00 2.00 2.00
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

ORGANIZATIONAL CHART
5 Fire Chief
Deputy Fire Chief
Emergency Response Training
Battalion Chief/Fire
Marshal
Community Risk
Reduction
Executive Assistant

FIRE & EMERGENCY

SERVICES
142 Attachment 3

PUBLIC WORKS DEPARTMENT

SUPPORTING SAFE, EFFICIENT, AND SUSTAINABLE PUBLIC INFRASTRUCTURE Department Director: Position vacant as of June 30, 2026

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $13.7 Million
FY 2027/28 BUDGET $13.5 Million
AUTHORIZED POSITIONS 42.0 FTE
DIVISIONS 4
% OF GENERAL FUND BUDGET 15%

DEPARTMENT OVERVIEW
1 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, and the Municipal Airport. Public Works serves as the central hub for the asset management program, ensuring data-driven lifecycle management, inventory accuracy, and long-term sustainability for City assets. The Department also oversees the delivery of the City’s Capital Improvement Program and manages the
maintenance and replacement of the City’s fleet.

SUPPORTING COUNCIL GOALS
Mobility
Improvements
Stormwater
and
Drainage
Spaceport
Licensing
Public
Facility
Planning
Street
Repair &
Maint.

Terminal
Redesign
143 Attachment 3

FY 2025/26 HIGHLIGHTS
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.

The Vision: The Paso Robles Space Innovation and Technology Park will serve as a gateway to connect Paso Robles, a community that has shaped the future of wine and agriculture for over a century, with California Polytechnic University, San Luis Obispo, one of the leading aerospace universities in the world, and the Cuesta Community College North Campus, a leader in services education, through the creation of an enterprising mixed-use community connected to an FAA licensed Spaceport, capable of operating horizontal access to deliver small satellite systems to space on a commercial platform.

In 2023, the City initiated a competitive Request for Proposals (RFP) process to select a long-term Fixed Base Operator (FBO) for the Paso Robles Municipal Airport. An FBO provides
essential aviation services, including aircraft fueling, ground support, maintenance, and customer service.

During the budget period, the Airport Division successfully transitioned operations to its new FBO, Loyd's Aviation.

Following a comprehensive evaluation of qualifications, experience, financial capability, customer service approach, and proposed investments, Loyd's Aviation was selected to support the Airport's operational needs and long-term
strategic goals. The transition has enhanced service delivery while positioning the Airport for continued growth and economic development opportunities.

A variety of improvements at Sherwood Park officially began with a groundbreaking ceremony on Wednesday, March 26, 2025. The first phase, which includes seven new lighted pickleball courts, a picnic, shade, and barbeque area, plus new restrooms and a large parking lot, was completed in Summer 2026.

The next phase includes installation of sports field lighting to the two existing soccer fields and two baseball fields and renovating the field turf given the deterioration due to extensive gopher activity and outdated infrastructure.

Construction is anticipated to begin in the next year.

YEAR IN REVIEW
2 Rocket
and Jet
Engine
Test Site
Fixed Base Operator

PUBLIC WORKS
Pickleball
Courts at
Sherwood
Park
144 Attachment 3

PUBLIC WORKS
During the past year, there have been numerous transportation, infrastructure, and operational initiatives that improve safety, mobility, and long-term asset management throughout the community including:
• Completion of the Creston Road Phase 1 Improvement Project. • Completed pavement rehabilitation improvements within the Sierra Bonita and Sunset/Fairview neighborhoods.
• Delivered in-house “minor” roadway repairs and improvements on Clubhouse Drive, Apion Court, Black Oak Drive, and
Creston Road.
• Advanced the 24th Street Bridge Replacement Project through project approval, right-of-way acquisition and securing $16.7 million in construction funding through the federal Highway Bridge Program.
• Initiated design and engineering efforts for future roadway improvements within the Orchard Bungalow neighborhood,
Sherwood neighborhood, and key downtown corridors.
• Advanced pedestrian safety and accessibility improvements through the Flamson School Pedestrian Improvements Project near 24th and Spring Streets and completed curb ramp, sidewalk, and ADA accessibility enhancements along Riverside Avenue between 17th and 21st Streets.

The Capital Projects division completed a much-needed remodel of City Hall to accommodate staffing growth, improve public service delivery, and enhance building security. The project modernized the existing facility at 1000 Spring Street, creating a more efficient and accessible space for both employees and the public.

Key elements of the remodel project included:
• Reconfiguring office cubicles to standardize space allocations and increase the number of workstations, allowing the City to accommodate current staffing levels and future growth within the existing footprint. • Creating two additional conference rooms in a public access area to improve service delivery and add more meeting space for staff collaboration.
• Security upgrades including electronic keying for access control, separated public counter with gate access, and a dedicated safe room for staff in case of an emergency. • Interior improvements including new wallcoverings, paint, carpeting, and flooring to modernize the appearance of the workspace and improve overall functionality.

Continued
Progress on
Road
Rehabilitation
and
Maintenance
Using Tax
Measures I-24
& J-20
City Hall
Remodel
and
Renovations
YEAR IN REVIEW-continued
2 145 Attachment 3

PUBLIC WORKS

DIVISION OVERVIEW
3 AIRPORT
FY 26/27 Budget: $1.5 Million
FY 27/28 Budget: $1.3 Million
Staffing: 5.0 FTE
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.

CAPITAL PROJECTS
FY 26/27 Budget: $573,000
FY 27/28 Budget: $580,500
(operating expenses only)
Staffing: 2.0 FTE
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 but also includes the rehabilitation and replacement of sewer, water, and stormwater systems.

The Division serves as the lead coordinator and reporting entity for key local, state, and voter-approved funding sources, including the State Gas Tax, SB-1, Measure J-20, and Measure I-24, as approved by Paso Robles voters. 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.

STREET MAINTENANCE &

STORMWATER COMPLIANCE
FY 26/27 Budget: $3.1 Million
FY 27/28 Budget: $3.2 Million
Staffing: 13.0 FTE
The Streets and Stormwater Division maintains the City’s transportation infrastructure while administering programs that protect local waterways and ensure regulatory
compliance. Through participation in the Phase II Municipal Separate Storm Sewer System Program, the Division
implements a Stormwater Management Plan focused on
reducing pollutants in runoff, eliminating illicit discharges, and promoting environmental stewardship through
inspections, pollution prevention, public outreach, and stormwater management activities.

The Division is also responsible for maintaining more than 150 lane miles of roadway and approximately 33 million square feet of pavement and sidewalks. Core services include
pavement preservation, pothole repair, crack sealing,
sidewalk maintenance, curb painting, streetlight upkeep, and traffic signal and signage operations. Additionally, the Division supports emergency response activities, provides traffic control services, and facilitates road closures and
infrastructure support for community events and Citysponsored programs.

FACILITIES, LANDSCAPE & FLEET

MAINTENANCE
FY 26/27 Budget: $7.5 Million
FY 27/28 Budget: $7.4 Million
Staffing: 18.0 FTE
The Maintenance Division is responsible for preserving City assets, supporting operations, and maintaining public
spaces. Facilities Maintenance oversees approximately
250,000 square feet of City-owned buildings, providing
preventative maintenance, repairs, and responsive service to ensure safe and functional facilities. The Division also supports a volunteer graffiti abatement program that helps maintain community appearance.

Fleet Maintenance manages more than 250 vehicles and
equipment assets, performing most maintenance and repairs in-house while ensuring compliance with applicable safety and environmental regulations.

Landscape Maintenance cares for over 15,000 City-owned
trees, 200 acres of Landscape and Lighting District areas, 165 acres of open space, and City medians and parkways.

Services include tree care, irrigation management, landscape maintenance, weed abatement, and responsive service
requests that enhance public safety and community
aesthetics.
146 Attachment 3

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 $ 8,173,800 $ 7,989,900 SST Fund 143,003 202,878 567,113 798,900 819,200
Fleet ISF 1,218,602 1,469,006 1,423,770 1,453,800 1,476,800 L&L District Fund 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 13,704,000 13,464,900 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 6,985,500 6,679,200 Debt Service 254,934 254,934 254,933 255,000 255,000
Capital Outlay 67,694 110,435 176,671 190,000 -
Total 11,237,631 11,968,074 12,634,663 13,704,000 13,464,900

BUDGET OVERVIEW
4 $-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
Capital Projects Dept Admin Airport Street &
Stormwater
Facility, Fleet &
Landscape

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 5.0

10.0 15.0

20.0 25.0

30.0 35.0

40.0 45.0

50.0 21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

PUBLIC WORKS
147 Attachment 3

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 1.00
Lead Airport Maintenance Technician - 1.00 1.00 1.00 1.00 Airport Maintenance Technician I/II 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 Stormwater & Streets Division
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 I/II 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 I/II 5.00 8.00 8.00 8.00 8.00 Maintenance Services
Maintenance 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 Tech. 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Technician I/II 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 Tech. 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician I/II 5.00 5.00 5.00 5.00 5.00 Fleet Supervisor 1.00 1.00 1.00 1.00 1.00
Mechanics 2.00 2.00 2.00 2.00 2.00
Total Positions 36.00 41.00 42.00 42.00 42.00

ORGANIZATIONAL CHART
5 Public Works
Director
Airport Public Works
Operations
Stormwater
Compliance
Street
Maintenance
Maintenance
Services
Facility
Maintenance
Landscape & Tree
Maintenance Fleet Maintenance
Capital Projects
Executive
Assistant
Management
Analyst

PUBLIC WORKS
148 Attachment 3

COMMUNITY SERVICES DEPARTMENT

CREATING OPPORTUNITIES, BUILDING CONNECTIONS, ENRICHING LIVES Department Director: Angelica Fortin

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $7.7 Million
FY 2027/28 BUDGET $7.7 Million
AUTHORIZED POSITIONS 38.11 FTE
DIVISIONS 4
% OF GENERAL FUND BUDGET 14%

DEPARTMENT OVERVIEW
1 DEPARTMENT OVERVIEW
The Community Services Department encompasses Library
Services, Recreation Services, Parks and Trails Maintenance, and the newly established Homeless Services Division. The Department plays a vital role in enhancing the quality of life for residents through programs, services, and facilities that promote lifelong learning, recreation, wellness, and community engagement. The Department provides educational, cultural, and recreational opportunities for residents of all ages while maintaining parks, trails, and community facilities that serve as gathering places for the community.

Through partnerships, events, and public programs, the
Department helps foster social connections, healthy lifestyles, and civic pride. The Department also serves as the City's central point of contact for homelessness-related matters, coordinating with local, regional, and nonprofit partners to address community needs, connect individuals with available resources, and support long-term strategies that improve community wellbeing. Together, these efforts contribute to a vibrant, inclusive, and welcoming community while supporting the City's broader quality-of-life goals.

SUPPORTING COUNCIL GOALS
HomelessnessAccess to
Services
Parks
Master Plan
Visual Arts
in Public
Places
Athletic
Field
Capacity
Library
Modernizatino
149 Attachment 3

FY 2025/26 HIGHLIGHTS
The Library Division completed the development of a
comprehensive Library Concept Plan to guide the future
modernization of the Paso Robles City Library and ensure the facility continues to meet evolving community needs. Following decades of studies exploring expansion options that ultimately proved financially infeasible, the City shifted its focus toward maximizing the existing library footprint through strategic renovations and space reconfiguration.

In 2025, Library Services partnered with RRM Design Group to evaluate long-term facility needs and develop a concept plan informed by extensive community engagement, strategic planning efforts, and patron feedback.

The resulting plan responds to community priorities by creating more flexible and functional spaces, improving technology access, enhancing learning and program areas, expanding seating and collaboration opportunities, and providing dedicated spaces for children, teens, and community gatherings.

The concept plan was reviewed and approved by the Library Board of Trustees and received strong support from key stakeholders, including the Friends of the Library and the Library Foundation. Recognizing the importance of investing in one of the community's most valued public resources, the City Council subsequently approved
the concept plan and
funded the design phase,
allowing the project to
advance from planning
into implementation.

This investment positions
the City to modernize the
Library to better support
lifelong learning,
technology access,
community engagement,
and cultural enrichment
while maximizing the
value of the existing facility and ensuring it remains responsive to community needs for years to come.

Achieving a key strategic
priority, the Library
successfully launched its Mobile Services Program, extending access to library materials, resources, and services beyond the walls of the library and directly into the community. Through a combination of regularly scheduled stops and participation in community events, the bookmobile has significantly expanded the Library’s ability to serve residents and engage new audiences.

The Mobile Services Program also provides home delivery service to patrons who are medically homebound, ensuring continued access to library collections and programs for individuals who may otherwise face barriers to service. This important initiative strengthens community connections and promotes equitable access to educational, informational, and recreational resources.

YEAR IN REVIEW
2 Library Concept Plan
Bookmobile and Outreach Services

COMMUNITY SERVICES

DEPARTMENT
150 Attachment 3

COMMUNITY SERVICES

DEPARTMENT
The Mobile Services Program was
made possible through the
generous support of the Library
Foundation and Friends of the
Library. Their contributions funded
the acquisition and outfitting of the
bookmobile, creating a new
platform for community outreach
and service delivery. Ongoing
support has also enabled the
Library to continue expanding the
bookmobile’s all-ages collection,
ensuring a diverse and relevant
selection of materials for residents throughout the service area.

The Homeless Services Division
established the North County
Homelessness Network (NCHN)
in 2025 as a regional collaborative forum to strengthen coordination among organizations addressing homelessness and housing instability throughout North County. Created as part of the City’s Strategic Plan to Address Homelessness, the Network brings together local governments, county agencies, housing providers, nonprofit organizations, law enforcement, healthcare partners, and community stakeholders to identify shared priorities and advance coordinated solutions.

The Network serves as a platform for information sharing, relationship building, and system-level collaboration, helping partners align resources, reduce duplication of services, and improve access to housing and supportive services. Through regular convenings, participants work to identify service gaps, address barriers to assistance, and develop strategies that improve outcomes for individuals and families experiencing homelessness or housing instability.

Since its launch, the Network has become an important regional partnership focused on enhancing communication, strengthening cross-sector collaboration, and supporting a more effective and coordinated response to homelessness across North County.

The Homeless Services Division
launched the Community
Impact & Response Dashboard,
the first city-led platform of its
kind in San Luis Obispo County,
to enhance transparency,
performance measurement, and cross-departmental coordination in addressing community challenges. The dashboard integrates data and outcomes from multiple City departments—including Homeless Services, Fire & Emergency Services, Police, Public Works, and Utilities—as well as County partners and local service providers.

The initiative supports strategic monitoring and reporting across three priority areas: housing support, clean and resilient public spaces, and community safety. By consolidating key performance indicators and North County Homeless Network
YEAR IN REVIEW-continued
2 151 Attachment 3

COMMUNITY SERVICES

DEPARTMENT
operational data into a centralized platform, the City can better evaluate program effectiveness, allocate resources, and inform policy decisions.

The City’s coordinated response strategy focuses on expanding access to shelter, behavioral health services, and housing navigation through trauma-informed outreach; reducing environmental impacts while maintaining safe and accessible public spaces; and protecting critical infrastructure through proactive public safety and emergency response efforts. This initiative reflects the City’s commitment to regional collaboration and datadriven decision-making, leveraging partnerships with the County of San Luis Obispo, behavioral health providers, and community-based organizations to achieve measurable community outcomes.

The Recreation Division completed a comprehensive update to its park regulations through the adoption of Ordinance No. 1163. This initiative updated policies that had remained largely unchanged since 1994 and established a clear, enforceable framework for the use of City parks and recreational facilities, including facility reservations, special events, temporary structures, public health and safety requirements, and protection of public assets. It formalizes permitting procedures, clarifies user responsibilities, creates consistent enforcement standards, and ensures equitable access to parks and recreational facilities while safeguarding community resources.

As part of implementation, Recreation Services is now updating park signage, bilingual public information materials, facility use applications, website content, and operational policies to improve transparency, accessibility, and customer service. Through this initiative, Recreation Services has strengthened the City's ability to provide safe, welcoming, and well-managed parks while creating a modern regulatory framework that supports recreation opportunities, community events, and stewardship of public spaces for years to come.

The City completed a comprehensive modernization of its Visual Art in Public Places Program, advancing City Council goals related to community engagement, placemaking, and cultural enrichment. The effort reestablished a formal framework for public art after more than a decade of limited activity, creating a sustainable approach to funding, acquiring, maintaining, and expanding public art throughout the community.

Recreation Services evaluated the City’s ordinance, funding mechanisms, governance structure, and approval processes while engaging residents through surveys and outreach.

Community feedback demonstrated strong support for expanding public art opportunities and highlighted the important role arts and culture play in strengthening community identity and quality of life.

The updated program aligns with the City’s Economic Development Strategic Plan by supporting placemaking, downtown revitalization, gateway enhancements, public space activation, and tourism development. Key improvements include a dedicated funding source tied to Transient Occupancy Tax revenues, creation of an Arts and Culture Board, and implementation of an annual planning process to guide future investments.

The revitalized program provides a sustainable framework for enhancing public spaces, supporting local artists, improving visitor experiences, and strengthening Paso Robles’ identity as a vibrant cultural destination.

Park
Regulations
Codification
Visual Art in
Public
Places
YEAR IN REVIEW-continued
2 Ordinance No. 1166: Allocates 0.5% of
TOT Revenue to Art Program
Visual Art in Public Spaces
152 Attachment 3

DIVISION OVERVIEW
3 COMMUNITY SERVICES

DEPARTMENT

LIBRARY SERVICES
FY 26/27 Budget: $1.8 Million
FY 27/28 Budget: $1.9 Million
Staffing: 13.28 FTE
The City Library is the only city-run library in San Luis Obispo County. A variety of books, audio-visual 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.

RECREATION SERVICES
FY 26/27 Budget: $2.3 Million
FY 27/28 Budget: $2.4 Million
Staffing: 14.83 FTE
The Recreation Division provides a diverse range of
recreational, educational, and community enrichment
opportunities for residents of all ages. Services include youth and adult programs, classes, camps, sports leagues,
aquatics, facility reservations, and operation of the Teen Center at Centennial Park. Through partnerships with contract instructors, the Division offers hundreds of programs annually while maximizing use of community facilities, parks, and recreational amenities.

The Division also hosts community events that foster
engagement, cultural enrichment, and social connection.

Recreation staff support public art initiatives, advisory boards, and community outreach efforts designed to bring services directly into neighborhoods. In addition, the Division also oversees Senior Center service contracts and
concession operations at several City facilities, helping ensure accessible, high-quality programs and amenities that enhance the community's overall quality of life.

HOMELESS SERVICES
FY 26/27 Budget: $477,100
FY 27/28 Budget: $494,400
Staffing: 1.0 FTE
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 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.

PARK & TRAIL MAINTENANCE
FY 26/27 Budget: $2.8 Million
FY 27/28 Budget: $2.6 Million
Staffing: 8.0 FTE
The Parks and Trails Division was more recently formed as part of a city-wide reorganization plan. The Division utilizes eight employees to manage and maintain more than 120 acres of parks and trails for community members to enjoy. Staff are responsible for the upkeep of playgrounds, sports fields, trail systems, picnic areas, landscaping, irrigation systems, park amenities, and other public-use facilities that contribute to the community's quality of life.

Parks and Trails staff collaborate closely with local sports organizations, community groups, and volunteers to ensure athletic fields are properly groomed and prepared for youth and adult recreation. The Division also supports special events, addresses maintenance requests, and performs
routine inspections to ensure parks and recreational facilities remain safe, clean, and welcoming. Through proactive
maintenance and stewardship of public spaces, the Division helps preserve valuable community assets while promoting outdoor recreation, health, and community engagement.
153 Attachment 3

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 $ 7,722,100 $ 7,700,700 ARPA Fund 388,500 - - - -
Total Funding Sources 5,457,336 6,505,454 6,591,939 7,722,100 7,700,700 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 3,064,000 2,897,600 Capital Outlay 11,204 346,991 11,000 26,000 26,000
Total $ 5,457,336 $ 6,505,454 $ 6,591,939 $ 7,722,100 $ 7,700,700

BUDGET OVERVIEW
4 $-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
Dept Admin Homelessness Library Recreation Parks & Trails

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 5.0

10.0 15.0

20.0 25.0

30.0 35.0

40.0 45.0
21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

COMMUNITY SERVICES

DEPARTMENT
154 Attachment 3

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
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 Recreation Services
Recreation 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 Office Assistant 0.39 0.39 0.39 0.39 0.39
Homeless Services
Homeless Services Manager - 1.00 1.00 1.00 1.00
Park & Trail Maintenance
Parks & Trails Supervisor 1.00 1.00 1.00 1.00 1.00
Parks & Trails Maint. Specialist I/II 7.00 7.00 7.00 7.00 7.00 Total Positions 36.11 37.11 37.11 37.11 37.11

ORGANIZATIONAL CHART
5 Community
Services Director
Library Services
Manager
Adult Programs &
Services
Outreach Programs
& Services
Technical Programs
& Services Volunteer Services
Youth Programs &
Services
Recreation Services
Manager
Aquatics Community Events
Leisure Classes Outreach Services
Senior Center Teen Programs
Volunteer Services
Homeless Services
Manager
Parks & Trails
Supervisor
Park & Trail
Maintenance

COMMUNITY SERVICES

DEPARTMENT
155 Attachment 3

COMMUNITY DEVELOPMENT DEPARTMENT
PLANNING GROWTH. ENGINEERING INFRASTRUCTURE. BUILDING COMMUNITY Department Director: Warren Frace

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $5.4 Million
FY 2027/28 BUDGET $5.5 Million
AUTHORIZED POSITIONS 23.86 FTE
DIVISIONS 4
% OF GENERAL FUND BUDGET 10%

DEPARTMENT OVERVIEW
1 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 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.

SUPPORTING COUNCIL GOALS
Affordable
Housing
Economic
Development
Downtown
Beautification
Infrastructure
Planning
156 Attachment 3

FY 2025/26 HIGHLIGHTS
During 2025, the Community Development 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 longterm 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)
• 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.

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 moderateincome households. The purpose of the RHNA process is to ensure that Development and Economic Activity
Regional
Housing
Needs
Allocation

COMMUNITY

YEAR IN REVIEW DEVELOPMENT
2 157 Attachment 3

COMMUNITY

DEVELOPMENT
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.

YEAR IN REVIEW
2 158 Attachment 3

ENGINEERING
FY 26/27 Budget:
$1.4 Million
FY 27/28 Budget:
$1.4 Million
Staffing: 5.0 FTE
The Engineering Division
establishes and administers
engineering standards to
ensure public infrastructure
and private development are
designed and constructed
safely, reliably, and in
compliance with applicable
regulations. Core responsibilities include review of
public improvements, subdivision maps, grading and
drainage plans, traffic
circulation studies, and
stormwater requirements.

The Division also supports
traffic safety initiatives and
studies, and coordinates
closely with Public Works to
facilitate construction,
inspection, acceptance, and
long-term maintenance of
public infrastructure.

PLANNING
FY 26/27 Budget:
$1.3 Million
FY 27/28 Budget:
$1.4 Million
Staffing: 5.0 FTE
The Planning Division guides
the City’s growth through
implementation of the
General Plan, Zoning
Ordinance, and development
standards. The Division
reviews development
proposals, administers land
use regulations, coordinates
environmental review, and
prepares recommendations
for public hearings before the
Planning Commission and
City Council. Working closely
with residents, businesses,
developers, and partner
agencies, Planning staff help
balance housing, economic
development, and community
needs while preserving Paso
Robles’ unique character,
quality of life, and long-term
vision for the future.

DIVISION OVERVIEW
3 BUILDING
FY 26/27 Budget:
$1.3 Million
FY 27/28 Budget:
$1.4 Million
Staffing: 6.0 FTE
The Building Division provides
plan review, permit issuance,
fee collection, and inspection
services to help ensure
construction projects comply
with adopted building codes
and local requirements that
protect public health, safety,
and welfare. Staff review
building plans, coordinate
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
compliance with approved
plans and code standards.

COMMUNITY

DEVELOPMENT

DEVELOPMENT SERVICES
The Development Services Division is newly established division intended to improve coordination, communication, and efficiency throughout the development review process. Serving as a central point of contact for development projects, the Division facilitates collaboration among Planning, Engineering, and Building staff to help ensure timely and consistent project review. The Division works closely with applicants, developers, consultants, and internal stakeholders to identify issues early, streamline processes, and guide projects from initial concept through construction. 159 Attachment 3

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 Total Funding Sources 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

BUDGET OVERVIEW
4 $-
$0.5
$1.0
$1.5
$2.0
$2.5
Development Services Building Engineering Planning

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 5.0

10.0 15.0

20.0 25.0

30.0 21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

COMMUNITY

DEVELOPMENT
160 Attachment 3

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 Community Development Internship 0.86 0.86 0.86 0.86 0.86 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 I/II 4.00 4.00 4.00 4.00 4.00
Development Services
Development Services Manager 1.00 1.00 1.00 1.00 1.00
Permit Technician 2.00 2.00 3.00 3.00 3.00
Administrative Assistant 3.00 2.00 2.00 2.00 2.00
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 I/II 2.00 3.00 2.00 2.00 2.00
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
Total Positions 22.86 22.86 23.86 23.86 23.86

ORGANIZATIONAL CHART
5 Community Development
Director
City Planner
Deputy Community
Development Director/ City
Engineer
Chief Building Official
Development Services Manager

COMMUNITY

DEVELOPMENT
161 Attachment 3

UTILITIES DEPARTMENT

SERVING THE COMMUNITY THROUGH RELIABLE UTILITY SERVICES Department Director: Christopher Alakel

DEPARTMENT SNAPSHOT
FY 2026/27 BUDGET $30.3 Million
FY 2027/28 BUDGET $30.1 Million
AUTHORIZED POSITIONS 49.0 FTE
DIVISIONS 4
% OF GENERAL FUND BUDGET 0%

DEPARTMENT OVERVIEW
1 DEPARTMENT OVERVIEW
The Utilities Department was established in 2022 to provide focused management of the City’s growing utility systems and increasing regulatory responsibilities. The Department oversees four core divisions: Water, Wastewater, Solid Waste, and Utility Billing. The department is responsible for the operation, maintenance, and long-term planning of critical infrastructure that supports public health, environmental stewardship, and economic development. Priorities include system reliability, regulatory compliance, asset management, water conservation, recycled water implementation, and waste reduction. Through strategic planning, infrastructure investment, and fiscally responsible operations, the Department ensures essential utility services remain reliable, sustainable, and responsive to the community’s current and future needs.

SUPPORTING COUNCIL GOALS
Community
Growth
Sustainable
Utility System
Utility
Upgrades with
Road
Maintenance
Groundwater
Sustainability
162 Attachment 3

FY 2025/26 HIGHLIGHTS
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.

The City completed implementation of its
Advanced Metering Infrastructure (AMI) system during the past year, providing water customers with near realtime access to their water usage information. The system replaces traditional manual meter reading with automated technology that securely transmits consumption data, allowing customers to monitor water use, track trends, and identify potential leaks more quickly. AMI also improves operational efficiency by enhancing meter-reading accuracy, reducing field workload, and providing better data for water system management. By giving customers greater visibility into their consumption patterns, the City is helping promote water conservation, improve customer service, and support the long-term sustainability of local water resources. • Completed critical repairs and returned the Ronconi
Water Treatment Plant to full operational service.
• Completed Franklin Creek Sewer Rock Slope Protection
improvements to enhance infrastructure resilience and erosion control. • Completed recoating and structural repairs of the Golden Hill Water Storage Tank to extend asset life. • Implemented SCADA and electrical system upgrades at the Orchard Bungalow Booster Pump Station to improve operational efficiency, monitoring, and reliability. • Completed Scott Street sewer system upgrades through a developer-funded infrastructure improvement project.
• Completed a major maintenance and rehabilitation project for the Wastewater Treatment Plant Dissolved Air Flotation (DAF) Thickener, improving treatment process reliability and operational performance.

YEAR IN REVIEW
2 Groundwater
Basin
Management

UTILITIES DEPARTMENT
Automatic Water Meter
Reading
Capital Investments
163 Attachment 3

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

UTILITIES DEPARTMENT

DIVISION OVERVIEW
3 SOLID WASTE & RECYCLING
FY 26/27 Budget: $3.1 Million
FY 27/28 Budget: $3.2 Million
Staffing: 1.0 FTE
The Solid Waste Division was established in FY 2022-23 to provide dedicated financial and operational oversight of the City's solid waste, recycling, organics diversion, and landfill management activities. The creation of the division reflects the increasing complexity of California's solid waste
regulatory environment and the need for transparent financial planning associated with waste management services. A
primary driver behind the program's establishment was
implementation of Senate Bill (SB) 1383, which requires jurisdictions to significantly reduce organic waste disposal, expand edible food recovery programs, implement organics collection services, and conduct ongoing contamination
monitoring and regulatory reporting.

UTILITY BILLING
FY 26/27 Budget: $1.1 Million
FY 27/28 Budget: $1.1 Million
Staffing: 4.0 FTE
The Utility Billing Division serves as the primary customer service and revenue collection function for the City’s utility operations. The Division is responsible for administering utility billing and account management services for water and
wastewater customers. Core responsibilities include meter data processing, bill generation, payment collection, account maintenance, customer inquiries, and management of utility receivables.

The Division works closely with utility operations staff to ensure accurate and timely billing while providing responsive customer service to residents, businesses, and development customers. Through effective account management,
collection practices, and customer support, the Division helps maintain the financial stability of the City’s utility enterprises while ensuring customers have access to reliable information regarding their utility services and consumption.

WASTEWATER
FY 26/27 Budget: $10.5 Million
FY 27/28 Budget: $10.4 Million
Staffing: 21.0 FTE
The Wastewater Division is responsible for the collection, treatment, and regulatory compliance of the City’s
wastewater system, protecting public health and the
environment through the reliable operation of critical
infrastructure. The Division maintains and operates the wastewater collection system, including sewer mains, lift stations, and related facilities that convey wastewater from homes and businesses to the City’s treatment facilities.

The Division also operates and maintains the Wastewater Treatment Plant, ensuring treated effluent meets stringent state and federal discharge requirements. In addition, staff administer the Industrial Source Control Program, which monitors and regulates industrial discharges to protect collection and treatment system operations and maintain compliance with regulatory permits.

Through proactive maintenance, regulatory compliance,
capital planning, and operational excellence, the Wastewater Division helps safeguard environmental resources while
supporting the community’s current and future needs.

WATER RESOURCES
FY 26/27 Budget: $15.7 Million
FY 27/28 Budget: $15.5 Million
Staffing: 19.0 FTE
The Water Division is responsible for the production,
treatment, delivery, and stewardship of the City’s potable water system, ensuring a safe, reliable, and high-quality water supply for residents, businesses, and visitors. The Division operates and maintains wells, storage tanks, booster pump stations, water treatment facilities, transmission mains, and distribution infrastructure that deliver water throughout the community.

In addition to daily operations, the Division administers water conservation programs and public outreach efforts designed to promote efficient water use and long-term resource
sustainability. Staff also play a key role in groundwater management activities, including monitoring groundwater conditions, supporting regional groundwater sustainability efforts, and implementing strategies to protect local water resources for future generations.

Through proactive maintenance, regulatory compliance,
infrastructure investment, and resource planning, the Water Division works to ensure the continued reliability,
sustainability, and resilience of the City’s water system. 164 Attachment 3

FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget
Funding Sources
Solid Waste Fund $ 638,172 $ 2,667,105 $ 2,899,364 $ 3,092,000 $ 3,152,200 Wastewater Fund 9,039,324 9,403,130 9,187,244 10,970,100 10,905,100 Water Fund 12,113,109 13,208,072 13,005,067 16,262,400 16,002,500 Total Funding Sources 21,790,605 25,278,307 25,091,675 30,324,500 30,059,800 Expenditures
Personnel Services 6,316,066 6,764,062 6,974,878 8,240,400 8,571,200 Operating Expenses 11,140,450 14,182,770 13,775,427 17,310,300 16,729,100 Debt Service 4,295,589 4,299,001 4,294,130 4,639,800 4,641,300 Capital Outlay 38,500 32,474 47,240 134,000 118,200
Total $21,790,605 $25,278,307 $25,091,675 $30,324,500 $30,059,800

BUDGET OVERVIEW
4 $-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
$18.0
Utility Billing Solid Waste Wastewater Water

MILLIONS
Expenditures by Division
FY 23-24
Actual
FY 24-25
Actual
FY 25-26
Projected
FY 26-27
Budget
FY 27-28
Budget

0.0 10.0

20.0 30.0

40.0 50.0

60.0 70.0
21-22 22-23 23-24 24-25 25-26 26-27
Budget
27-28
Budget

FISCAL YEAR
Staffing Trend (FTE)
Actual FTE's Estimated FTE's Authorized FTE's

UTILITIES DEPARTMENT
165 Attachment 3

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 (WW) 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 WW 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 WW Treatment Plant Maintenance
Specialist I/II 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 10.00 10.00 Water Treatment Operator I/II 2.00 2.00 2.00 2.00 2.00
Water Meter Technician - - - 1.00 1.00
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

ORGANIZATIONAL CHART
5 Utilities
Director
Principal
Utility
Engineer
Planning &
Engineering
Wastewater
Manager
Wastewater
Collection
Wastewater
Treatment
Industrial
Source
Control
Recycled
Water
Solid Waste &
Recycling
Manager
Landfill Waste Hauler
Water Utility
Manager
Production Treatment
Conservation Groundwater
Management
Utility Billing
Manager
Billing &
Receivables

UTILITIES DEPARTMENT
166 Attachment 3

CITY OF EL PASO DE ROBLES

CAPITAL IMPROVEMENT PROGRAM
167 Attachment 3

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. 168 Attachment 3

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 $17,935,700 $6,700,000 $13,750,000 $13,650,000 $6,300,000 TOTAL TRANSPORTATION PROJECTS 11,965,000 23,857,500 42,850,000 38,050,000 71,050,000 TOTAL STORMWATER PROJECTS 442,300 600,000 1,200,000 1,100,000 1,150,000 TOTAL PARKS AND RECREATION PROJECTS 514,800 979,500 735,000 8,025,000 15,000 TOTAL FACILITY PROJECTS 1,833,000 3,451,000 690,000 5,000,000 500,000 TOTAL CAPITAL IMPROVEMENT PROGRAM $32,690,800 $35,588,000 $59,225,000 $65,825,000 $79,015,000 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.

Supplemental Sales Tax Fund
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 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. 169 Attachment 3

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
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.

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.

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.

Public, Education and Government Fund (PEG)
These funds are received from Charter Communications and are to be used for public broadcasting equipment for City meetings.

Capital Improvement Fund Balance
The capital improvement fund receives annual allocations for the implementation of the City’s ADA transition plan and Local Roadway Safety Plan. Use of Capital Improvement Fund Balance utilizes these funds.

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). 170 Attachment 3

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Unsecured Funding
Unsecured funding represents the portion of a project's estimated cost for which no committed funding source currently exists and will require future identification, allocation, or external funding to proceed.

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 GENERAL FUND $362,000 $650,000 $1,250,000 $1,150,000 $1,200,000 SUPPLEMENTAL SALES TAX FUND 17,573,200 6,900,000 14,250,000 18,650,000 6,800,000 FACILITY DEFERRED MAINTENANCE FUND 228,300 720,000 925,000 25,000 15,000 TRANSIT FUND 1,320,000 190,700 1,062,000 - -
ROAD MAINTENANCE/REHAB ACCOUNT FUND 880,500 - - - -
TRAFFIC IMPACT FEE FUND 3,095,300 3,550,800 866,600 - - PARKS AND RECREATION IMPACT FEE FUND 200,000 200,000 - 800,000 - LIBRARY DEVELOPMENT IMPACT FEE FUND - 807,700 - - -
GENERAL GOVERNMENT IMPACT FEE FUND 185,000 - - - -
PUBLIC, EDUCATION & GOVT ACCESS (PEG) 15,000 - - - -
CIP FUND BALANCE 79,500 79,500 - - -
GRANTS 8,752,000 20,066,000 - - -
UNSECURED FUNDING - 2,423,300 40,871,400 45,200,000 71,000,000 TOTAL CAPITAL IMPROVEMENT PROGRAM $32,690,800 $35,588,000 $59,225,000 $65,825,000 $79,015,000 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.
$-
$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
171 Attachment 3

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
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 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 E12. 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 longterm, 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. 172 Attachment 3

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
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 $ 6,300,000 173 Attachment 3

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 $71,050,000 174 Attachment 3

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.
175 Attachment 3

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
This project consists of reconstruction and accessibility improvements to the sidewalk corridor along 12th Street between Spring Street and Pine Street. The existing brick paver sidewalk has deteriorated over time and no longer meets current accessibility and pedestrian safety standards. Existing conditions include uneven pavers caused by tree root intrusion, deteriorated tree well borders, inadequate curb height, and sidewalk cross slopes that do not comply with Americans with Disabilities Act (ADA) requirements. In addition, the existing storm drain inlet located at the intersection of 12th Street and Pine Street is undersized for current stormwater flows.

The project will remove approximately 7,500 square feet of existing pavers, reconstruct curb, gutter, and sidewalk improvements, and install a new ADA-compliant sidewalk corridor. Improvements will also include regrading to achieve compliant cross slopes, replacement and enlargement of tree wells to better accommodate long-term tree growth, asphalt replacement adjacent to curb improvements, and upgrades to the existing storm drain inlet infrastructure. Collectively, the project is intended to improve pedestrian accessibility, reduce ongoing maintenance needs, enhance public safety, and modernize aging downtown infrastructure. 176 Attachment 3

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. 177 Attachment 3

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. 178 Attachment 3

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. 179 Attachment 3

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
180 Attachment 3

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. 181 Attachment 3

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 $1,150,000 182 Attachment 3

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 91,600 200,000 795,000 - - 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 $ 979,500 $ 795,000 $ 8,025,000 $ 15,000 183 Attachment 3

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
184 Attachment 3

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
Centennial Park and Pool
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
Gym Bleacher Replacement - - 100,000 - -
Pool Deck Replacement - - 100,000 - - 100,000
Restroom Replacement - - - 500,000 - 500,000
Building Repainting - - - 60,000 - 60,000
Meeting Room Floor Replacement - - - 35,000 - 35,000
Security Enhancements - - - 200,000 - 200,000
Total 299,837 91,600 200,000 795,000 - 1,286,437
Centennial Park is one of the City’s primary recreation facilities, serving as a hub for youth sports, community programs, special events, teen center activities, and organized recreation throughout the year. The adjacent Centennial Pool further enhances the facility by providing swim lessons, lap swimming, water fitness classes, recreational swimming, lifeguard training, and other aquatics programming that promote community health and quality of life.

Current-year projects include replastering the wading pool to address surface deterioration and extend the useful life of the facility, as well as replacement of barbecue facilities associated with prior grant requirements. Looking ahead, the City has identified a number of capital improvements intended to maintain the long-term functionality, safety, and reliability of both the park and recreation facilities. Planned projects include replacement of pool filtration and chlorine systems, future deck and restroom upgrades, gym bleacher replacement, exterior building repainting, meeting room flooring replacement, and security enhancements. Collectively, the City anticipates investing approximately $1.1 million in Centennial Park and Centennial Pool improvements over the next five years. These investments will help preserve critical community assets, support ongoing recreation and aquatics programming, and ensure the facilities continue to meet the needs of residents for years to come.

Pool Filtration/Chlorine
Replacement
185 Attachment 3

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.
186 Attachment 3

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. 187 Attachment 3

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. 188 Attachment 3

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. 189 Attachment 3

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. 190 Attachment 3

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.

Outside of 2-Year Budget Cylce
191 Attachment 3

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. 192 Attachment 3

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.
193 Attachment 3

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2026-27 through 2030-31
C0245 - Council Chamber Upgrade - Audio/Video and Furniture Project Type: Facility
Location: Council Chamber
Project Phase: Under Construction
Estimated Completion Date: FY 2026-27
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 25-26
Carryover FY 26-27 FY 27-28 Total
Funding Sources
ADA Transition Funds 31,881 18,188 - - 50,069
Facility Replacement Fund - 35,940 - - 35,940
General Government DIF - 36,736 185,000 - 221,736
PEG Fund - 298,730 15,000 - 313,730
Total 31,881 389,594 200,000 - 621,475
Project Expenditures
A/V Equipment - 298,730 15,000 - 313,730
Dias/Lectern 25,117 18,188 185,000 - 228,305
Carpet/Wall Covering/Paint/Window - 72,676 - - 72,676
Other Misc. 6,764 - - - 6,764
Total 31,881 389,594 200,000 - 621,475
The carpet, paint, wall coverings, and motorized window shades are original to Chamber construction and have been in place for 30 years. Typical carpet lifespan in heavily used areas is 5 to 10 years. Wall coverings can be expected to maintain good condition for 15 years. Many of the motorized shades are inoperable and parts are either not available or the cost to repair the shades exceeds their value.

Additionally, the Council Chamber serves as a multi-functional space that extends beyond City Council meetings, regularly accommodating library programming, Planning Commission meetings, advisory body meetings, community events, staff meetings, and a variety of other public and internal functions. These frequent and diverse uses highlight the importance of maintaining a welcoming, functional, and visually appealing environment. Each of the proposed upgrades is designed to refresh the look of the Chamber and comply with ADA accessibility requirements while maintaining the Paso Robles approach to governance (e.g., a floor-level dais). Moreover, new carpet squares, as opposed to broadloom, will facilitate efficient repair and maintenance when needed. The products chosen will be selected for durability and ease of maintenance with the goal of video broadcast meetings that look professional and current far into the future. 194 Attachment 3

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 Transit Center Roof Replace. - 22,000 43,000 - - 65,000 Sr/Veteran's Ctr Roof Replace. - 180,000 - - - 180,000
Sr Center Exterior Paint - 30,000 - - - 30,000
Sr Center Carpet Replace. - - - 20,000 - 20,000
Sr/Veteran's Ctr Parking Lot - - - - 100,000 100,000
Total 17,630 314,370 663,000 20,000 100,000 1,115,000
195 Attachment 3

THIS PAGE IS INTENTIONALLY LEFT BLANK
196 Attachment 3

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
197 Attachment 3

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
For Fiscal Years 2026-27 and 2027-28
The City utilizes interfund transfers as a mechanism to allocate and recover costs between funds for services and activities provided by one fund to another. An interfund transfer is an accounting transaction used to move financial resources between funds in accordance with the purpose and benefit received. The cost of services provided generally consists of both direct and indirect costs.

Direct costs are expenses that can be specifically identified with a particular activity, program, or service.

Examples include vehicle replacement costs, project-specific expenditures, or operational expenses directly attributable to a department or fund. Indirect costs, by contrast, are expenses incurred for common or shared purposes that support multiple departments, funds, or activities and are not readily assignable to a single program. Typical examples of indirect costs include accounting, human resources, information technology, facility maintenance, utilities, and administrative support services. Although indirect costs are not directly tied to a single operating program, they can be allocated using rational, equitable, and consistently applied methodologies.

The City utilizes several categories of interfund transfers, including: (1) operating transfers for the recovery of direct and indirect service costs; (2) capital transfers to fund projects within the Capital Improvement Program (CIP); and (3) Internal Service Fund transfers associated with centralized support functions such as information technology, fleet maintenance, and risk management services.

OPERATING TRANSFERS
Operating transfers are used to account for direct and indirect operating costs and there are six instances when operating transfers are utilized:
1) The State of California’s Department of Financial Assurance Mechanism regulations requires the City to set funds aside each year for the closure, post-closure, and corrective action maintenance of the City-owned landfill. After the landfill is at full capacity and closed, the City is still required to monitor and remedy any issues that arise for 30 years (i.e., post-closure costs). As such, all required funding must be received prior to the final date of closure. Closure, post-closure, and corrective action care costs include, but are not limited to, such items as final cover, groundwater monitoring, well installations and landfill gas monitoring systems. For the upcoming two-year budget, $250,000 is estimated to be set aside each year.

FY 2026-27 FY 2027-28
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Annual Closure, Post-Closure Set-aside
611 - Closure/Post-Closure Fund 250,000 250,000
612 - Solid Waste Fund 250,000 250,000
2) In 2026, City Council reinstated the Visual Arts in Public Spaces Program. The program, originally adopted in 2005, has been inactive since 2009 when contributions during the Great Recession were stopped. The new program includes several key programmatic changes, including replacing the former inactive “1% for Art” capital project funding requirement with an annual allocation equal to

0.5% of Transient Occupancy Tax (TOT) revenues, estimated at approximately $50,000 annually. The proposal does not increase the TOT rate, but instead establishes an annual funding benchmark tied to tourism-related revenues. The program also establishes a new City Council-appointed Arts and Culture Board to oversee artist selection, project review, annual planning, and program 198 Attachment 3

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
For Fiscal Years 2026-27 and 2027-28
implementation, replacing the current review authority of the Parks and Recreation Advisory Committee.

FY 2026-27 FY 2027-28
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Annual Visual Arts in Public Spaces
320 - Art in Public Spaces Fund 50,000 50,000
100 - General Fund 50,000 50,000
3) In 2026, City Council directed staff to continue advancing efforts toward obtaining a Federal Aviation Administration (FAA) Part 420 Commercial Spaceport License for the Paso Robles Municipal Airport and supporting development of a broader Spaceport and Technology Corridor initiative. The project is intended to diversify the local economy, attract higher-paying head-of-household jobs, expand workforce development opportunities, and position Paso Robles as a regional hub for aerospace, advanced manufacturing, and emerging technology industries.

The initiative has been under development for several years and directly aligns with adopted City Council goals and the City’s 2024–2029 Economic Development Strategic Plan. Since 2022, the City has completed multiple feasibility studies, partnered with California Polytechnic State University (Cal Poly), and retained specialized aerospace consultants to advance portions of the FAA licensing process. Initial technical reviews concluded that a commercial spaceport operation at the Paso Robles Airport is feasible, and several sections of the FAA application have already received conditional approval.

To complete the FAA Commercial Spaceport License application, the City must still complete several significant technical and regulatory requirements, including flight safety and risk assessments, federal coordination agreements, airport layout plan updates, and environmental permitting.

Consultant estimates indicate the remaining work would take approximately 12 to 18 months and cost between $750,000 and $1.2 million depending on environmental review requirements.

To fund the consulting services, staff recommends utilizing the remaining available SB 1090 funding.

In 2018, the State enacted SB 1090 in response to the anticipated closure of the Diablo Canyon Power Plant. The legislation authorized approximately $85 million in community impact mitigation funding for San Luis Obispo County jurisdictions and agencies. The City currently has approximately $450,000 in unappropriated SB 1090 funds available, with the remaining project costs proposed to be funded by the General Fund.

FY 2026-27 FY 2027-28
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Spaceport License
100 - General Fund 450,000 -
115 - Economic Vitality Fund 450,000 -
4) The City’s Corporation Yard, located at 625 Riverside Avenue, serves as the operational headquarters for the Landscape, Facilities, and Fleet Maintenance Divisions within the Public Works Department. 199 Attachment 3

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
For Fiscal Years 2026-27 and 2027-28
In 2018, the property was sold for approximately $1.7 million, after which the City entered into a lease agreement to continue occupying the site. The future Corporation Yard is planned adjacent to Fire Station No. 3 and the proposed Union Road Safety Training Center at 2924 Union Road. The project is currently in the design phase, with construction anticipated to begin within the next twelve months.

Under the existing lease agreement, monthly lease payments for the Riverside Avenue facility will increase to approximately $17,000 per month, in addition to customary pass-through expenses such as property insurance, for the period of August 1, 2026 through July 31, 2027. The City maintains remaining set-aside funds that were originally allocated for the expansion and remodel of City Hall.

With the City Hall remodel project now complete, staff recommends reallocating $238,000 of the remaining balance to fund lease obligations until the new Corporation Yard facility is completed and fully operational.

FY 2026-27 FY 2027-28
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Corporation Yard Lease
100 - General Fund 238,000 17,000
127 - Public Facility Replacement Fund 238,000 17,000
5) The Mello-Roos Community Facilities Act of 1982, as amended and codified in Government Code Section 53311 et seq., authorizes local agencies, including cities, to establish Community Facilities Districts (CFDs) for the purpose of financing public facilities and services. CFDs levy a special tax on properties located within the district boundaries, which is collected annually through the property tax bill. This financing mechanism allows growth-related public service and infrastructure costs to be funded by new development over time, thereby reducing the financial burden on existing residents and property owners.

FY 2026-27 FY 2027-28
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Corporation Yard Lease
100 - General Fund 420,000 475,000
310 - Community Facility District 420,000 475,000
6) Cost Allocation is a methodology used to distribute indirect costs to departments, funds, or programs based on the proportional benefit received from shared City services and operations. Allocation methodologies vary depending on the nature of the expense. For example, payroll-related costs may be allocated based on the number of authorized full-time positions, City Council costs based on the number of agenda items processed for each department, City Manager costs based on citywide fund appropriations, and facility maintenance costs based on the amount of square footage occupied within City-owned buildings. The City prepares a comprehensive Cost Allocation Plan on a biannual basis in accordance with the federal Uniform Administrative Requirements, Cost Principles, and Audit Requirements.
200 Attachment 3

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
For Fiscal Years 2026-27 and 2027-28
FY 2026-27 FY 2027-28
FUND Transfer In
Transfer
Out
Transfer In Transfer
Out
100 - General Fund $1,572,500 $ - $1,572,500 $ -
308 - Landscape & Lighting District - 35,700 - 35,700
600 - Water Fund - 712,000 - 712,000
601 - Wastewater Fund - 518,200 - 518,200
602 - Airport Fund - 222,600 - 222,600
612 - Solid Waste Fund - 84,000 - 84,000
Total $1,572,500 $1,572,500 $1,572,500 $1,572,500

CAPITAL TRANSFERS
Capital transfers are made to the Capital Improvement Program to finance major infrastructure and/or minor deferred maintenance projects. For example, the Supplemental Sales Tax Fund transfers funds to the Capital Improvement Program for the Annual Street Repair Projects. A detailed description of funded CIP Projects is located in the Capital Improvement Program section of this report.

FY 2026-27 FY 2027-28
FUND Transfer In Transfer Out Transfer In Transfer Out
101 - CIP Fund $ 23,859,300 $ - $ 13,019,200 $ -
100 - General Fund - 362,000 - 1,250,000
103 - Supplemental Sales Tax - 17,573,200 - 6,900,000
127 - Facility Replace. Fund - 228,300 600,000 720,000
207 - Transit Fund - 1,320,000 - 190,700
209 - RMRA (SB 1) Fund - 880,500 - -
213 - Traffic Mitigation DIF - 3,095,300 - 3,550,800
216 - Parks & Rec DIF - 200,000 - 200,000
223 - Library DIF - - - 807,700
231 - General Gov’ DIF - 185,000 - -
409 - PEG Fund - 15,000 - -
Total $ 23,859,300 $ 23,859,300 $ 13,619,200 $ 13,619,200

INTERNAL SERVICE FUND TRANSFERS
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. For example, IT provides services to each of the City’s general fund departments as well as the enterprise funds. Previously, IT-related expenses were accounted for in many areas including the City Manager’s Office expenditures (IT is part of the City Manager’s Office Department), accounted for in the IT Replacement Fund, accounted for in each of the enterprise funds as an “operating expense” or “capital outlay” as well as some costs directly charged to a specific department. By this methodology, it is very difficult to conclude what the total IT needs are of the City as a whole.

Incorporating internal services funds allows for better transparency as to what the total cost of IT, fleet maintenance, and risk management functions are, as well as how much of each fund is contributing towards these services. The Internal Service Funds will then have their own standalone operations, which combines replacement equipment activity with operational costs.

The City’s past practice has been to set money aside annually for future replacement of vehicles, information technology-related equipment, police equipment (e.g., guns and tasers), fire equipment (e.g., fire turnouts 201 Attachment 3

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
For Fiscal Years 2026-27 and 2027-28
and personal protective equipment), and other general equipment in the current inventory. In doing such, the City is able to have adequate funding to allow for the replacement of high-priced items at the end of the useful life. The amount annually set aside is determined by taking the cost of equipment, in certain instances adding a 3% annual escalation, adding or subtracting the replacement dollars over/under collected from previous equipment, subtracting the proceeds from sale of prior equipment and dividing the sum by the estimated useful life. The amounts shown below only represent the amounts estimated to be set aside for the next fiscal year and the associated operating costs with those activities. For the listing of all equipment to be replaced, see the Capital Improvement Section of this report.

IT INTERNAL SERVICE FUND FY 2026-27 FY 2027-28
Transfer
In Transfer Out
Transfer
In Transfer Out
112 - IT Central Service Fund $ 2,419,300 $ - $ 2,849,300 $ - 100 - General Fund - 1,759,500 - 2,041,200
600 - Water Fund - 332,500 - 401,500
601 - Wastewater Fund - 252,800 - 305,400
602 - Airport Fund - 71,800 - 98,000
612 - Solid Waste Fund - 2,700 - 3,200
Total 2,419,300 2,419,300 2,849,300 2,849,300

FLEET INTERNAL SERVICE FUND
125 - Fleet Central Service Fund 5,786,600 - 4,221,200 - 100 - General Fund - 3,325,900 - 2,878,500
103 - Supplemental Sales Tax Fund - 770,600 - -
308 - Landscape & Lighting District - 58,200 - 10,200
600 - Water Fund - 798,200 - 692,900
601 - Wastewater Fund - 622,600 - 561,400
602 - Airport Fund - 211,100 - 78,200
Total 5,786,600 5,786,600 4,221,200 4,221,200

RISK MANAGEMENT INTERNAL

SERVICE FUND
128 - Risk Central Service Fund 2,131,900 - 1,837,600 - 100 - General Fund - 1,766,100 - 1,522,300
308 - Landscape & Lighting District - 19,000 - 16,400
600 - Water Fund - 171,500 - 147,800
601 - Wastewater Fund - 118,600 - 102,200
602 - Airport Fund 25,200 - 21,700
612 - Solid Waste Fund - 31,500 - 27,200
Total $ 2,131,900 $ 2,131,900 $ 1,837,600 $ 1,837,600
202 Attachment 3

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
203 Attachment 3

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:
204 Attachment 3

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 205 Attachment 3

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 206 Attachment 3

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%
207 Attachment 3

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 costsharing 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% 208 Attachment 3

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
Police Safety Employee Plan
Tier I Tier II2 Tier III (PEPRA)
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
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:

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% 209 Attachment 3

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
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.

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 210 Attachment 3

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LONG-TERM DEBT OBLIGATIONS
For Fiscal Years 2026-27 and 2027-28
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. • 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. 211 Attachment 3

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212 Attachment 3

CITY OF EL PASO DE ROBLES

APPENDICES
213 Attachment 3

CITY OF EL PASO DE ROBLES

APPENDICES
How to Read the Budget Document
The City of Paso Robles Operating and Capital Budget Report is the City’s primary financial planning document and serves as a guide for how public resources are allocated to provide services, maintain infrastructure, and implement City Council priorities over the two-year budget cycle. The budget reflects the City Council’s adopted goals, operational priorities, capital improvement investments, and long-term financial planning efforts.

This document is organized into several major sections intended to help residents, businesses, employees, and other stakeholders better understand how the City operates and how taxpayer dollars are utilized.

Budget Terminology
Several common terms are used throughout the budget document:
• Revenues: Funding received by the City, such as taxes, service charges, grants, permits, and fees. • Expenditures: Costs associated with providing services, staffing, maintenance, and operations. • Appropriations: Authorized spending levels approved by the City Council. • Capital Projects: Large infrastructure or equipment investments with a useful life extending beyond one fiscal year.
• Reserves: Savings or fund balance maintained to address emergencies, economic downturns, or future liabilities.
• Fiscal Year (FY): The City’s budget year running from July 1 through June 30. • Full-Time Equivalent (FTE): A staffing measurement representing one full-time employee position.

Additional terminology and acronyms can be found within the Glossary and Acronym sections of this document.

Understanding Fund Accounting
Local governments utilize “fund accounting” to ensure revenues are used only for their legally intended purposes. Unlike private-sector budgeting, certain City revenues may only be spent on specific activities.

For example:
• Water and Wastewater revenues may only be used for utility-related purposes; • Gas tax and transportation funds are restricted for transportation infrastructure; • Development Impact Fees are restricted to growth-related infrastructure improvements; and • Supplemental sales tax revenues may be dedicated toward voter-approved priorities.

As a result, the availability of funding within one fund does not necessarily mean those resources may legally be used for unrelated purposes.

Budget Amendments and Ongoing Monitoring
The adopted budget serves as the City’s financial plan at the beginning of the fiscal year; however, the budget is continuously monitored and updated throughout the year. Budget adjustments may occur due to:
• Grant awards;
• Emergency expenditures;
• Changes in project timing;
• Economic conditions;
• Revenue fluctuations; or
• New City Council direction and priorities.

The City Council receives periodic financial updates throughout the fiscal year to monitor revenues, expenditures, reserves, and capital project progress.
214 Attachment 3

CITY OF EL PASO DE ROBLES

APPENDICES
How to Read the Budget Document
Introductory Section
The Introductory Section provides an overview of the City’s financial outlook, organizational priorities, and strategic direction for the upcoming fiscal years. This section includes:
• The City Manager’s Budget Message;
• City Council adopted goals and strategic priorities;
• An overview of City services;
• Community and historical information; and
• An explanation of the budget development process and timeline.

Readers seeking a high-level understanding of the City’s priorities, financial condition, and policy direction are encouraged to begin with this section.

Financial Summaries and Fund Overviews Section
This section provides summarized financial information for the City as a whole and fund financial information for each of the City’s major operating funds. The City utilizes a fund accounting structure, meaning revenues and expenditures are separated into individual funds based on legal restrictions, operational purpose, or accounting requirements.

The Summary of Sources and Uses of Funds and Estimated Reserve Balances schedule can be viewed as the "10,000-foot view" of the City's finances. They provide a high-level summary of the City's overall fiscal condition, identify major funding sources, illustrate how
revenues are distributed
among services and projects,
and highlight the reserve
levels available within each
fund.

The rows represent all 38
funds the City manages.

The columns represent
beginning reserve balances,
estimated revenues, total
uses (e.g., personnel,
operating, debt and capital),
interfund transfers and
estimated ending reserve
balances for the fiscal year.

Each use is further detailed in the Authorized Positions, Department Overview, Long-term Debt, Capital Improvement Program, and Interfund Transfers Sections of this report.

The fund overviews provide more detailed information for each of the City’s major operating funds (e.g., General, Supplemental Sales Tax, Water, Wastewater, Airport, and Solid Waste Funds. 215 Attachment 3

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APPENDICES
How to Read the Budget Document
Each fund overview generally includes:
• A description of the fund’s
purpose;
• Major revenue sources;
• Key expenditure categories by
type and department;
• Reserve information; and
• Financial trends or operational
considerations impacting the fund.

Department and Program Overviews Section
Department sections provide operational
information about the services delivered by
each of the City’s eight departments. These
sections are intended to connect financial
resources with the actual programs and
services provided to the community.

Department overviews generally include:
• Department responsibilities and service descriptions; • Organizational and staffing information;
• Key accomplishments and initiatives;
• Budget summaries; and
• Strategic priorities and performance objectives.

These sections help explain how staffing, operational costs, and service levels align with City Council goals and community needs.

Capital Improvement Program (CIP)
The Capital Improvement Program section outlines the City’s planned infrastructure and major equipment investments over the multi-year planning period. Capital projects are generally one-time expenditures intended to maintain, replace, improve, or expand public infrastructure and facilities.

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 largerscale infrastructure and multi-year projects.

Projects are organized by category including:
• Road Maintenance;
• Transportation;
• Stormwater;
• Parks and Recreation; and
• City Facilities;
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APPENDICES
How to Read the Budget Document
Each project description typically identifies the project purpose, estimated cost, funding source, and anticipated timing. Capital projects often span multiple fiscal years and may rely on grants, development impact fees, enterprise revenues, sales tax measures, or other restricted funding sources.

Interfund Transfers Section
The City utilizes interfund transfers as a mechanism to allocate and recover costs between funds for services and activities provided by one fund to another. An interfund transfer is an accounting transaction used to move financial resources between funds in accordance with the purpose and benefit received. The cost of services provided generally consists of both direct and indirect costs.

This section outlines all of the City’s interfund activity including operating transfers for the recovery of direct and indirect service costs; capital transfers to fund projects within the Capital Improvement Program; and Internal Service Fund transfers.

Long-term Debt Obligations Section
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.

This section outlines each of the City’s debt obligations and debt service payments required in the future. The section also provides a summary of the City’s Credit Rating with S&P Rating Agency.

Appendices Section
The Appendices section serves as a reference area that contains detailed supporting information that would be too lengthy or technical to include in the main body of the budget. The appendices allow readers to access additional data, definitions, policies, and legal requirements without interrupting the flow of the budget narrative. 217 Attachment 3

CITY OF EL PASO DE ROBLES

APPENDICES
City Facts, Demographics, and Other Economic Statistics 10-Year General Fund Tax Revenue History
(excludes supplemental sales tax)
Fiscal
Year
Property
Taxes
Sales &
Use Tax TOT
Franchise
Fees
All Other
Taxes Total
2015-16 $11,009,178 $8,011,762 $4,740,344 $2,674,453 $1,087,791 $27,523,528 2016-17 9,734,032 9,903,036 5,417,254 3,078,175 1,179,840 29,312,337 2017-18 10,457,497 10,370,968 5,619,769 3,373,843 1,144,180 30,966,257 2018-19 10,927,284 10,795,393 6,248,573 3,476,769 1,176,345 32,624,364 2019-20 11,788,206 10,253,195 5,110,558 3,456,846 1,132,375 31,741,180 2020-21 11,723,491 12,077,864 7,132,691 3,728,157 1,200,211 35,862,414 2021-22 12,317,409 13,472,626 9,803,368 3,722,574 1,402,559 40,718,536 2022-23 13,165,625 13,524,049 9,824,200 2,900,266 1,499,813 40,913,953 2023-24 14,210,193 13,624,123 9,946,197 3,033,683 1,384,767 42,198,963 2024-25 14,248,311 13,277,120 9,705,846 2,056,309 1,420,929 40,708,515 City Demographics
Year Population
Personal
Income per
Capita
County
Unemployment Rate Median Age
Percent of
Population
with High
School
Degree
Percent of
Population
with
Bachelor’s
Degree
2015 31,398 $ 27,567 5.2% 35.1 84.0% 22.6%
2016 31,745 27,265 4.8% 36.0 83.8% 21.6%
2017 31,559 29,100 3.8% 35.4 85.2% 23.5%
2018 31,244 30,607 2.9% 36.8 84.2% 23.8%
2019 31,221 32,436 2.7% 38.4 84.2% 23.8%
2020 31,073 33,593 7.9% 38.7 85.7% 24.4%
2021 31,176 35,326 5.5% 39.0 88.1% 24.8%
2022 30,692 37,559 3.0% 38.4 88.1% 26.1%
2023 30,907 44,335 3.3% 39.5 88.8% 29.2%
2024 31,061 44,090 4.2% 38.8 88.7% 29.1%
$-
$5
$10
$15
$20
$25
$30
$35
$40
$45
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Millions
Fiscal Year End
All Other
Franchise
TOT
Sales Tax
Property Tax
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APPENDICES
City Facts, Demographics, and Other Economic Statistics Average Climate
Net Taxable Property Assessed Value History
Fiscal
Year Secured Unsecured
SBE
Nonunitary
Net Total
Assessed
Value % Change
2015-16 $ 3,977,258,572 $ 215,545,627 $ 162,043 $4,192,966,242 5.44% 2016-17 4,200,930,981 224,084,154 162,043 4,425,177,178 5.54% 2017-18 4,463,527,835 209,853,159 155,000 4,673,535,994 5.61% 2018-19 4,725,133,236 234,626,655 155,000 4,959,914,891 6.13% 2019-20 5,003,361,641 243,605,442 155,000 5,247,122,083 5.79% 2020-21 5,245,228,372 247,137,563 555,000 5,492,920,935 4.68% 2021-22 5,450,929,313 248,923,911 555,000 5,700,408,224 3.78% 2022-23 5,810,274,446 285,812,712 598,400 6,096,685,558 6.95% 2023-24 6,212,335,466 349,705,776 598,400 6,562,639,642 7.64% 2024-25 6,606,512,205 371,668,944 555,000 6,974,779,549 6.28% Property Tax Dollar Breakdown
Paso Robles Unified,
$0.386
ERAF Share of
County General
Fund, $0.074 County General Fund,
$0.192
ERAF Share of Paso Robles
General Fund, $0.066 Paso Robles General
Fund, $0.176
SLO County
Community
College,
$0.056
County
School
Service,
$0.033
Paso Robles Cemetary - $0.00872
SLO County Flood Control - $0.00338
Nacimiento Water Control - $0.00274
Air Pollution Control - $0.00089, $0.016
0 0.5
1 1.5
2 2.5
3 3.5
0 10
20 30
40 50
60 70
80 90
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Inches
Temperature
Rainfall Highs Lows
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APPENDICES
City Facts, Demographics, and Other Economic Statistics Top Ten Principal Employers

1. Paso Robles Joint Unified School District

2. The Ravine Waterpark

3. City of El Paso de Robles

4. Pearce Services, LLC

5. Firestone Walker Inc.

6. Walmart

7. Respite, Inc.

8. Applied Technologies

9. Allegretto Vineyard Resort

10. Trelleborg Sealing Solutions Tustin, Inc
Top 25 Sales and Use Tax Producers
(in alphabetical order)
• 1 Stop
• ABC Supply Co.
• Albertsons
• All State Utility Supply
• Arco AM/PM
• Big Creek Lumber
• Borjon Auto Center Buick GMC
• Eagle Energy 76
• Idler’s Home
• JB Dewar
• Kia of Paso Robles
• Kohls
• Lowes
• McDonald’s
• Mullahey Chrysler Dodge Jeep Ram
• Paso Robles Cheverolet
• Paso Robles Ford
• Ross
• Sky River RV
• Smart & Final
• Target
• TJ Maxx
• VP Racing Fuels
• Walmart
Top Ten Principal Property Taxpayers

1. Firestone Walker LLC

2. Justin Vineyards and Winery LLC

3. Blue Oak TIC Owner I LLC

4. PDOF Paso LLC

5. FLT Arrive Paso LLC

6. Ayres-Paso Robles LP

7. Paso Golden Hill LLC

8. Sun Paso Robles RV LLC

9. SGS Holding Company LLC

10. Treana Winery LLC
220 Attachment 3

RESOLUTION 26-XXX(A)

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

BUDGET FOR MAINTENANCE & OPERATIONS AND CAPITAL APPROPRIATIONS FOR FISCAL YEAR 2026-27 AND FISCAL YEAR 2027-28
WHEREAS, the City Council is required to adopt a comprehensive Operating and Capital Budget to authorize the receipt of revenues and guide City operations no later than June 30 each year; and
WHEREAS, the development of the biannual budget is a multi-month process, typically spanning four to five months, and incorporates financial forecasting, policy direction, and department input; and
WHEREAS, on November 21, 2025, a facilitated Visioning Session and Workshop was conducted to provide an opportunity to collaborate and engage in structured strategic discussions related to the Council’s overall vision; and
WHEREAS, the workshop culminated in the development of a vision document outlining six key goal areas and associated initiatives including Facilities, Transportation & Infrastructure, Public Safety, Housing and Homelessness, Cultural, Recreational & Open Space, Community & Economic Development, and Efficient & Effective Government; and
WHEREAS, on April 7, 2026, and again on May 6, 2026, staff presented the City Council with updates related to the Visioning and Goal Setting Workshop, including progress on refining initiatives and aligning departmental work plans with the Council’s strategic direction; and WHEREAS, on May 5, 2026, staff presented to the City Council the preliminary overview of the General Fund and Supplemental Sales Tax Fund as well as related capital improvements and on May 19, 2026, staff presented to City Council the preliminary overview of City Enterprise Funds (i.e., Water, Wastewater, Solid Waste, and Airport) as well as those related capital improvements; and
WHEREAS, the total City of El Paso de Robles appropriations, including the General Fund, Enterprise funds, Debt Service funds, Special Revenue funds, Capital Project funds, and Agency funds is $147,793,400 for FY 2026-27 and $147,249,000 for FY 2027-28; and WHEREAS, staffing for all funds includes up to but not more than 313.97 full-time equivalents for Fiscal Year 2026-27 and 2027-28; and
WHEREAS, the budget document contains all projected revenues, appropriations, and transfers, and shall be implemented by the City Manager per this resolution. 221 Attachment 3

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of El Paso de Robles does hereby approve and/or direct the following budgetary actions:

Section 1. The operating, debt service, and capital improvement plan budget for the City of El Paso de Robles for the fiscal year beginning July 1, 2026, and ending June 30, 2027 and beginning July 1, 2027, and ending June 30, 2028, is hereby adopted; Section 2. General Fund revenues, as well as the revenues of all other funds, shall be continuously monitored in order to measure collections against estimates. The Administrative Services Director shall return at appropriate intervals to report on the progress and request any needed adjustments; and
Section 3. At the close of the fiscal year, unexpended appropriations in the operating budget may be carried forward to the next fiscal year, as necessary, to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized, but uncompleted projects, as approved by City Council, may also be carried forward to the next succeeding fiscal year upon approval of the City Manager.

APPROVED by the City Council of the City of El Paso de Robles this 16th day of June 2026 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Martin, City Clerk
222 Attachment 3

RESOLUTION 26-XXX(B)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES APPROVING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2026-27 WHEREAS, the City of El Paso de Robles must annually approve an appropriation limit; and WHEREAS, the State of California has provided the necessary data for the City of El Paso de Robles to calculate its appropriation limit.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The City Council hereby approves the following appropriation limitation for the fiscal year ending June 30, 2027.

FY 2025-26 Appropriation Limit $70,160,625
Change in Population 0.012000
Change in Income 0.049500
Total Change 0.061500
FY 2026-27 Appropriation Limit $74,517,600
APPROVED by the City Council of the City of El Paso de Robles this 16th day of June 2026 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Martin, City Clerk
223 Attachment 3

224 Attachment 3

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.
228 Attachment 3