HomeMy WebLinkAboutItem 7a. 2025-27 Strategic Budget Direction and Draft CIP Item 7a
Department: Finance
Cost Center: 2002
For Agenda of: 4/15/2025
Placement: Business
Estimated Time: 180 minutes
FROM: Emily Jackson, Finance Director
Prepared By: Riley Kuhn, Principal Budget Analyst
SUBJECT: 2025-27 STRATEGIC BUDGET DIRECTION AND DRAFT CIP
RECOMMENDATION
1. Review the Strategic Budget Direction Report; and
2. Review the 2025-27 Major City Goals and Work Plans; and
3. Provide feedback and guidance to the City Manager regarding the recommended
strategic budget direction and proposed budget allocations for potential modification
before adoption on June 17, 2025
POLICY CONTEXT
Development of the City’s budget is required and guided by State law, the City’s Municipal
Code, City Charter, and the fiscal policies which are reviewed and reaffirmed by the City
Council every two years.
California State Law
1. Article XIIIB of the California Constitution and California Government Code Sec.
7910 requires that cities establish appropriations limits1 by resolution annually. The
City of San Luis Obispo complies with this requirement through adoption of its
annual budget.
2. California Government Code Section 53901 requires each local agency to file its
budget with the county auditor within 60 days after the beginning of its fiscal year.
City Charter
1. 801. Fiscal Year – establishes that the City’s Fiscal Year commences on July 1 of
each year.
2. 802. Annual Budget – requires that the City Manager shall provide the Council a
careful estimate, in writing, of the amounts, specifying in detail the objects thereof
1 The City’s appropriation limit is based on the Gann Spending Limit Initiative, a State constitutional
amendment adopted by the voters on June 6, 1979, and amended in 1990 with Proposition 111. It is
anchored in the State Constitution under Article XIIIB. The limit restricts appropriations from tax revenues
by State and local governments. Under its provisions, no local agency can appropriate proceeds of taxes
in excess of its “appropriation limit”. Excess funds may be carried over into the next year. Howeve r, any
excess funds remaining after the second year must be returned to taxpayers by reducing tax rates or fees;
a majority of the voters may approve an override to increase the limit.
Page 903 of 987
Item 7a
required for the business and proper conduct of the various departments, offices,
Boards and Commissions of the City, over which the office has control, during the
next ensuing year.
3. 803. Public Hearing – sets forth the requirement for a public hearing to adopt the
annual budget.
4. 804. Adoption of Budget – requires the Council to adopt the budget and allows that
after adoption of the budget, the Council may amend or supplement the budget by
motion adopted by a majority vote of the Council.
DISCUSSION
Strategic Budget Direction (Attachment A)
Staff developed the draft budget in parallel with the many public engagement initiatives
for the 2025-27 Financial Plan beginning in December 2024 when staff provided the City
Council with an overview of City services, an overview of the many Council-adopted plans
that guide the work that the City does, and an update on the progress made in addressing
Council’s identified Major City Goals for 2023-25. Strategic Budget Direction is the first
opportunity for Council and the public to review the draft budget and provide feedback for
staff to incorporate before adoption in June. Attachment A includes draft budget
recommendations for the General Fund and the City’s four Enterprise Funds (Water,
Sewer, Parking, and Transit). The primary purpose of Strategic Budget Direction is for the
Council to provide direction to staff on:
1. Major City Goal Work Programs
2. Significant Operating Budget Changes (SOBCs)
3. Capital Improvement Plan (CIP) projects
Strategic Budget Direction provides the City Council with an early opportunity to review
these key budget allocations and proposed work programs to accomplish ongoing
services and take action on the Major City Goals established by the Ci ty Council in
February 2025. This hearing is Council’s opportunity to provide direction to staff on any
refinements to the work programs and resource allocations to deliver on Council’s desired
outcomes over the two-year Financial Plan period.
As this report is the first draft in an iterative process, staff expect that minor adjustments
will need to be made before adoption to incorporate new information as it becomes
available. Any major changes between versions will be highlighted for Council in June.
The attachments to this report provide detailed information for Council and the public’s
consideration. The various sections of the report and their contents are as follows:
Attachment A: Strategic Budget Direction
1. General Fund: This section addresses the economic circumstances impacting
budget development, provides insights into how the budget was developed, and
includes staff’s recommendation on Significant Operating Budget Changes
(SOBCs) for the two-year financial plan and a long-term forecast.
Page 904 of 987
Item 7a
2. Enterprise Funds: This section includes summaries for each fund, staff’s
recommendation on SOBCs for the Water, Sewer, Parking, and Transit funds,
along with their long-term forecasts.
3. Local Revenue Measure (LRM) Revenues and Uses: This section includes
contextual information on the local revenue measure including revenue
performance and capital allocations. It also details the specific proposed uses of
LRM funds.
4. Capital Improvement Plan (CIP): This section provides an overview of the
recommended CIP.
Attachment B: Major City Goals and Work Plans: This section includes the 2025-27
Major City Goals (MCG) established by Council and staff’s proposed work programs to
help achieve the MCGs.
Previous Council or Advisory Body Action
The City Council has held several public hearings to seek input from the public and share
feedback with staff to help guide development of the 2025 -27 Financial Plan, including
Setting the Stage on December 10, 2024, Budget Foundation on January 14, 2025,
Community Forum on January 23, 2025, and the Goal Setting Workshop on February 8,
2025.
The Revenue Enhancement Oversight Commission met on March 20, 2025 , to review
and discuss use of Local Revenue Measure funds.
Public Engagement
Public engagement has been a top priority throughout budget development as detailed in
the graphic below:
Page 905 of 987
Item 7a
Public comment on this item can be provided to the City Council through written
correspondence prior to the meeting and through public testimony at the meeting.
CONCURRENCE
The Revenue Enhancement Oversight Commission (REOC) met on March 20, 2025 , to
review the proposed use of Local Revenue Measure funding and concurs with the budget
allocations as presented.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
action in this report, because the action does not constitute a “Project” under CEQA
Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-27
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees
Other:
Total $0 $0 $0 $0
There is no direct fiscal impact from staff’s recommendations to provide feedback and
guidance to the City Manager regarding the recommended budget allocations and Major
City Goal work programs.
ALTERNATIVES
The purpose of this item is to seek input and guidance from Council on staff’s preliminary
recommendations for the 2025-27 Financial Plan.
Council could direct staff to alter the proposed budget allocations and Major City
Goal work plans. Staff’s preliminary recommendations present a balanced budget for
the two-year financial plan. Should Council pursue this option, trade-offs may need to be
identified to offset any additional costs. Staff will make the requested changes and return
with the modified budget allocations and work plans in June.
Page 906 of 987
Item 7a
ATTACHMENTS
A - 2025-27 Strategic Budget Direction
B - 2025-27 Major City Goals and Work Plan
Page 907 of 987
Page 908 of 987
Strategic Budget Direction
2025-27 Financial Plan
Introduction
Development of the 2025-27 Financial Plan comes at an interesting time. By most metrics, the
economy remains strong. Inflation, while still higher than Federal Reserve target levels, is
falling. Real gross domestic product (GDP) growth continued through the 4th quarter of 2024.
Unemployment rates are relatively low nationally and in California. Tax revenues, however, are
flat or falling for government agencies across the state.
The City of San Luis Obispo is not immune from these broader economic impacts and going into
the 2025-27 Financial Plan, revenue growth rates are falling citywide. Meanwhile, expenditure
growth remains an issue as project costs routinely exceed engineers estimates and the cost to
recruit and retain a skilled workforce continues to escalate.
The budget appropriations proposed herein are intended to maximize City service levels and
fund the priorities identified by the City Council and community in the previous stages of
Financial Plan development while constraining expenditure growth in light of economic realities.
General Fund Revenue:
The revenue forecast for the General Fund assumes modest growth in tax revenues driven by
an economy that continues to grow, albeit at slower rates. Previous forecasts indicated higher
levels of growth, most notably in sales tax, which for FY 2025-26 is now being budgeted at
$2.4M less than forecasted with the FY 2024-25 budget.
While updated user fees have been incorporated into the budget, much of the additional
revenue related to increased fee amounts has been offset by declining fee activity, especially in
the Community Development Department as reported in prior quarterly budget reports. The
Development Fee revenue budget and forecast has been reduced in FY 2025-26 by
approximately $2M per year in line with recently observed results and is not expected to recover
until interest rates fall and development activity resumes.
Inflation and the Federal Reserve’s monetary policy response remain the most notable risks to
revenue attainment. Inflation, whether caused by recently enacted tariffs or other factors, could
cause consumers to pull back on discretionary spending which would impact sales tax and
transient occupancy tax revenue. Interest rate reductions are widely expected and should lead
to increased business investment and increased sales of commonly financed goods including
automobiles and building materials. If inflation remains elevated, the Federal Reserve may not
reduce interest rates as expected.
The table below reflects the actual results for FY 2023-24, the current budget for FY 2024-25
including administrative adjustments posted since adoption, and the proposed budgets for the
2025-27 Financial Plan:
Attachment A: Strategic Budget Direction - Page #1 Page 909 of 987
Significant assumptions in the revenue budget include:
Sales tax: This revenue stream, including the Local Revenue Measure and Safety Prop
172 tax, is highly cyclical. The 2025-27 estimates were prepared by HdL Companies, the
City’s sales tax consultant, and represent modest growth from FY 2023-24 actuals. As
previously mentioned, while growth is still expected, it is forecasted at a slower rate than
originally expected when the FY 2024-25 budget was developed.
Property Tax: The City has typically seen year over year growth of 5-7%, driven by a
combination of existing homes with low Prop 13 assessed values being sold and
reassessed at market value and new properties being built. The County Assessor’s
Office typically forecasts growth at 3.5 - 4.0%. Staff view the current forecast of annual
growth at 4.5% from FY 2023-24 actuals as a reasonable compromise.
Transient Occupancy Tax (TOT): New hotels are being constructed within City limits and
elsewhere in the county. It is unclear what impact this will have on TOT revenues. This
estimate assumes that any increase in demand is offset by lower rates elsewhere, and
minimal increases are expected compared to FY 2023-24 actuals.
Cannabis Tax: The legal cannabis industry across California has stagnated in recent
years and current year to date results suggest that a slowdown from FY 2023-24 actuals
should be expected.
Development Reviews Fees: This revenue stream is dependent on development activity,
which is highly cyclical. The budget assumes that development activity continues at the
rate observed during the first half of FY 2024-25, which, as noted in the Q2 Budget
Hearing, is on pace to finish the year roughly $2M lower than expected.
Fire & Police fees: A reduction from FY 2023-24 results is due to mutual aid revenue,
which is not budgeted for because it is used to offset unbudgeted overtime expenditures.
Actuals Current Budget Financial Plan
General Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Tax & Franchise Revenue
Sales Tax 53,404,212 56,383,599 55,470,441 57,110,216
Property Tax 23,723,431 23,446,385 25,944,966 27,112,490
Transient Occupancy Tax 11,063,012 10,586,256 11,099,705 11,145,652
Utility User Tax 6,301,505 6,622,639 6,605,306 6,671,359
Business Tax 2,942,923 3,317,338 3,230,170 3,262,472
Franchise Fees 2,366,286 2,091,800 2,242,429 2,293,556
Cannabis Tax 1,116,495 1,100,000 1,000,000 1,000,000
Total Tax & Franchise Revenue 100,917,864 103,548,018 105,593,017 108,595,745
User Fees
Development Review 6,276,972 6,585,331 4,606,812 4,706,435
Parks & Recreation 2,415,605 2,079,727 2,280,283 2,320,590
Fire 2,267,237 1,629,575 1,759,183 1,774,654
Police 1,022,145 819,293 690,200 690,200
Business Licenses 703,544 700,600 732,470 782,469
Total User Fees 12,685,503 11,814,526 10,068,947 10,274,348
General Government 6,235,698 1,984,742 1,171,598 1,193,770
2023 Storm Reimbursement 8,732,000
Total Revenue 119,839,064 126,079,285 116,833,562 120,063,863
Attachment A: Strategic Budget Direction - Page #2 Page 910 of 987
General Fund Expenditures & Approach to Budget Development
With the adoption of the FY 2024-25 budget, staff signaled that a deficit was expected in several
years, coinciding with the opening of a fifth fire station. Since then, economic conditions have
deteriorated, and staff kicked off the financial planning process expecting the deficit to arrive in
FY 2025-26. To prepare for this reality, and reduce the need to cut expenditures later on, staff
began development of the 2025-27 Financial Plan with a constrained base budget.
The constrained base budget exercise focused on non-staffing operating expenditures, which
were last forecasted to be $19.2M in FY 2025-26. Departments’ non-staffing operating budgets
were constrained to their FY 2024-25 initial budget amount without any inflators and with all
one-time funding eliminated. As a part of this exercise, departments were instructed to review
prior year budget vs actuals and eliminate funding in areas with consistent savings in prior
years. The Community Development Department also reduced its consultant budget by $0.2M
in line with reductions in Building and Safety revenues as called for by policy. The savings
generated by constrained base budget development was $1.6M in FY 2025-26.
To ensure that no critical services will be reduced by constraining base budgets, departments
prepared a summary of the impacts to their departments. Generally, departments were able to
reallocate existing budgets to fund all expected and routine cost increases. The primary impact
of this exercise will be limited flexibility to respond to unbudgeted needs that may arise
throughout the year.
In reviewing the impacts of the constrained base budget exercise, it was determined that some
of the actions taken to meet the constrained target were infeasible, and a total of $85k in base
budget funding was restored for ongoing Police Department contract cost increases, Public
Works Department street cleaning, and Administration Department tree and fuel management
contracts, that would have otherwise been cut to meet the constraint.
A much larger portion of the General Fund operating budget is allocated to staffing
expenditures. The staffing budget includes funding for all previously approved ongoing positions
and assumes that all one-time temporary staffing assignments conclude at their current contract
end dates. This budget also accommodates a $0.2M increase versus the last forecast in
required payments towards the City’s unfunded pension liabilities.
The table below reflects the actual results for FY 2023-24, the original budget for FY 2024-25,
and the proposed budgets for the 2025-27 Financial Plan before recommended Significant
Operating Budget Changes, staffing contingencies, and vacancy assumptions:
The original budget is shown here, rather than the current budget, to more accurately project
trends in budgeting and spending. The current budget, as presented for revenue and shown in
Actuals Original Budget Financial Plan
General Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Staffing 68,749,198 74,412,682 76,949,476 80,346,500
Other Operating Expenditures 18,395,830 19,112,397 17,599,277 17,465,789
Transfers 31,138,358 23,367,147 22,698,028 21,914,714
Financing Activity 387,683 - - -
Total 118,671,070 116,892,226 117,246,781 119,727,003
Attachment A: Strategic Budget Direction - Page #3 Page 911 of 987
the forecast, includes prior year encumbrances and carryovers and does not provide a sound
basis for comparing fiscal years.
The primary risk to budget attainment is shared with revenue: Inflation. Whether caused by
tariffs or other factors, rising prices could strain budgets and lead to delayed projects and
reduced service levels.
General Fund Significant Operating Budget Changes
Departments can request Significant Operating Budget Changes (SOBCs) to identify areas in
need of additional funding, whether due to growing service demands or emerging needs and
priorities. Since no funding was expected to become available, departments were instructed to
identify tradeoffs within their budgets or outside funding sources with any request. The
recommended SOBCs were heavily scrutinized and are intended to relieve significant workload
issues, address community identified priorities, and fund recommendations from commissioned
staffing studies. Net of offsets, $3.6M was requested and $0.7M has been recommended,
including 4.0 FTEs, from the General Fund.
The two-year net cost of the recommended SOBCs is shown by department in the table below:
Additional detail, including the recommendation, requesting department, total cost, offsets, net
cost, and one-time vs ongoing nature of the SOBCs recommended for approval can be found in
the table below:
Department 2‐Year Net Cost
Police 565,860
Public Works 260,532
Community Development 226,848
Administration 120,000
Fire 70,800
Police and Fire 16,201
Total 1,260,241
Attachment A: Strategic Budget Direction - Page #4 Page 912 of 987
2025‐26 2026‐27
Expense Offset
General Fund
Contribution Expense Offset
General Fund
Contribution
1 Funding for voter engagement plan. Administration/
IT
90,000 ‐ 90,000 30,000 ‐ 30,000 One‐Time
2 Funding for CAPSLO grant program to
support new and expanded private
childcare options.
Administration/
IT
25,000 25,000 ‐ 25,000 25,000 ‐ One‐Time
3 Funding for Economic Development
Strategic Plan implementation.
Administration/
IT
66,000 66,000 ‐ 66,000 66,000 ‐ One‐Ti me
4 Funding to support SLO Restaurant
Month and Buy Local Bonus program,
and advertising in support of local
businesses.
Administration/
IT
155,000 155,000 ‐ 155,000 155,000 ‐ One‐Time
5 Funding for expansion of CAPSLO's
Prado Safe Parking program.
Community
Development
13,000 ‐ 13,000 13,000 ‐ 13,000 Ongoing
6 Funding for CAPSLO's Rotating
Overnight Safe Parking pilot program.
Community
Development
80,984 ‐ 80,984 29,864 29,864 One‐Time
7 Funding for CAPSLO's Hotel Voucher
Program.
Community
Development
45,000 ‐ 45,000 45,000 ‐ 45,000 Ongoing
8 Funding for consultant expense to
conduct an impact fee and
infrastructure finance program
analysis and impact fee study update.
Community
Services Group
190,136 190,136 ‐ ‐ ‐ ‐ One‐Time
9Fire suppression equipment for
electric vehicles.
Fire 10,800 ‐ 10,800 ‐ ‐ ‐ One‐Time
10 Increase to Fire fuel budget. Fire 30,000 ‐ 30,000 30,000 ‐ 30,000 Ongoing
11 Funding for Public Art Coordinator
contract position.
Parks and
Recreation
80,731 80,731 ‐ 80,731 80,731 ‐ One‐Time
12 Funding for public safety Computer
Aided Dispatch (CAD) to CAD
software.
Police 12,500 3,000 9,500 12,500 3,000 9,500 Ongoing
13 Funding for controlled substance
testing.
Police 23,000 5,400 17,600 23,000 5,400 17,600 Ongoing
14 Add 2.00 FTE Police Officers and
associated equipment.
Police 324,282 88,873 235,409 308,604 81,493 227,111 Ongoing
15 Funding for Police Officer safety
equipment (tasers).
Police 17,500 2,000 15,500 17,500 2,000 15,500 One‐Time
16 Funding for four License Plate Reader
(LPR) cameras.
Police 18,140 ‐ 18,140 ‐ ‐ ‐ One‐Time
17 Funding for County contract for
Community Action Team (CAT) and
Mobile Crisis Unit (MCU) Licensed
Psychiatric Technicians.
Police and Fire 235,062 235,062 ‐ 246,816 230,615 16,201 Ongoing
18 Add 1.00 FTE Communications
Coordinator for Mobility Services and
Capital Improvement Projects
(previously a contract position, cost
to be paid by General Fund and
Parking and Transit Enterprise
Funds).
Public Works 88,410 53,046 35,364 88,410 53,046 35,364 Ongoing
19 Add 1.00 FTE Heavy Equipment
Mechanic for Fleet Services.
Public Works 94,902 ‐ 94,902 94,902 ‐ 94,902 Ongoing
20 1,600,447 904,248 696,199 1,266,327 702,285 564,042
ID One‐Time/
Ongoing
Total
SOBC Description Department
Attachment A: Strategic Budget Direction - Page #5 Page 913 of 987
General Fund Long-Term Forecast
The forecast is used to provide a long-term vision in the financial decision-making process.
While staff cannot predict the future, it is important to identify future events that will have a
material impact on the City’s finances and the forecast helps staff navigate these events. The
forecast for the General Fund initially showed a multi-million-dollar deficit in FY 2025-26 which
was narrowed by the following means, in addition to the cost-savings and revenue assumptions
described in more detail above:
The City’s practice is to budget for staffing costs without an assumption of vacancies
throughout the year. This conservative approach ensures that the City is able to meet its
payroll obligations and also helps to support unanticipated and unbudgeted overtime
costs that departments may incur throughout the year. The City has historically assumed
a 3% staffing savings each year and that assumption has been increased from 3% to
4%. This is in line with recent trends and realizing a 4% savings will save the General
Fund $0.6M annually.
The percentage of Local Revenue Measure funds allocated to Capital Projects, which
has ranged from 74% in FY 2021-22 to 70% in FY 2024-25, has been reduced to 69%
and 67% in FY 2025-26 and FY 2026-27, respectively. These percentages do not take
into consideration the allocation of any costs associated with staffing who are necessary
to develop and build the City’s capital projects. Additionally, it is not anticipated that this
shift will change the amount or type of capital projects that the City will complete during
the lifetime of the current Capital Improvement Plan (CIP) because the number and type
of projects that the City is able to complete in each year of the CIP is driven by the staff
resources available to manage the projects. The proposed CIP has been developed to
more accurately reflect the City’s capacity to complete projects based on staff resources.
These solutions, in conjunction with the constrained base budget development exercise, should
allow the General Fund to operate throughout the term of the Financial Plan without service
level impacts. The out-years of the forecast still indicate a deficit, driven by the following factors:
A fifth fire station will come online in FY 2027-28 and the operating costs are assumed to
be $2.0M per year, including one-time startup costs, staffing, and other operating costs.
Capital Expenditures are programmed to increase after the 2025-27 Financial Plan ends.
The actions taken to balance the budget for FY 2025-26 are consistent with the City’s Budget
Balancing Strategies but are short-term in nature and are not intended to address the
forecasted deficit in future years. Staff is currently working to develop longer-term strategies to
address forecasted budget deficits consistent with the Budget Balancing Strategies.
The forecast for the General Fund, including recommended SOBCs, a staffing contingency, and
salary assumptions not included in the budgetary tables above is shown below:
Attachment A: Strategic Budget Direction - Page #6 Page 914 of 987
The forecast shown above would have the following impact on fund balance:
The operating reserve shown above is calculated based on the initial operating budget before
carryover, encumbrances, and use of one-time funding. Unfunded liability payments to
CalPERS are excluded from the reserve calculation since the General Fund maintains $2.0M in
assigned fund balance for pension payments.
This forecast indicates that the General Fund operating reserve will be restored in FY 2024-25
with the operating budget. Beginning in FY 2027-28, Undesignated Fund Balance will be
negative as a result of the deficit and exacerbated by increased operating reserve needs to
accommodate expenditures growth.
Actuals Current Budget Financial Plan Forecast
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ending Fund Balance 43,096,828 42,664,776 42,664,776 42,664,776 39,665,135 37,649,857
Operating Reserve 10,826,500 14,586,832 14,821,864 15,287,685 16,108,802 16,555,722
Committed & Assigned Funds 23,102,497 28,035,177 26,035,177 26,035,177 26,035,177 26,035,177
Undesignated Fund Balance 9,167,831 42,768 1,807,735 1,341,915 (2,478,844) (4,941,042)
Reserve Level 15% 20% 20% 20% 20% 20%
Attachment A: Strategic Budget Direction - Page #7 Page 915 of 987
Utilities Department Enterprise Fund Writeup
Introduction:
The Utilities Department oversees two Enterprise Funds (Water and Sewer). The Water Fund
supports the activities needed to provide approximately 1.7 billion gallons of treated water to the
community each year, while the Sewer Fund supports the activities needed to treat approximately
1.4 billion gallons of wastewater annually.
The City’s water and sewer services are primarily funded through rate revenues. Rates are used
to pay for operations, maintenance, and replacement of public water and sewer infrastructure and
debt service. General funds (such as property tax or sales tax) do not support these essential
services. Rates for both water and sewer service support maintaining and replacing critical
infrastructure, meeting public health regulations, and purchasing and maintaining necessary
treatment equipment. Water rates pay for costs associated with bringing water to the City’s water
treatment plant, treating water to potable standards, and distributing drinking water to
approximately 17,000 service connections. Sewer rates pay for costs associated with the
conveyance of wastewater from each connection to the Water Resource Recovery Facility where
the wastewater is treated and valuable resources, such as energy, recycled water, and compost
are recovered.
Rate Increases (Water and Sewer)
The Department will be recommending adoption of overall fund-level revenue increases for both
the Water Fund and the Sewer Fund proposed to take effect July 1, 2025, and July 1, 2026.
Proposed rate increases were developed through a rate study conducted by an independent
consultant and are generally consistent with previously forecasted increases and are primarily
driven by general inflation and planned infrastructure projects.
Proposed rate increases for the Water Fund are 5.5 percent for both fiscal years. These rate
increases are generally in line with those forecasted for these years during the City’s last water
rate study (7.5 percent and 4.5 percent, respectively). Proposed rate increases for the Sewer
Fund are 6.5 percent for both fiscal years. These rates are moderately higher than what was
forecasted during the last rate study (4.0 percent for both years) as the new Water Resource
Recovery Facility (WRRF) requires additional operating funding and there will be a loss in revenue
associated with Cal Poly’s building of an on-campus Water Reclamation Facility (wastewater
treatment plant).
In accordance with Proposition 218, the proposed rate increases will be subject to a public
notification and protest process. The public hearings for both increases are scheduled to be held
during the June 17, 2025, City Council meeting, alongside the City’s Financial Plan Budget
Hearing. The proposed rates, if adopted, will add increased long-range stability to revenues and
are necessary to meet future infrastructure replacement and operational funding needs.
Attachment A: Strategic Budget Direction - Page #8 Page 916 of 987
Proposed and forecasted water and sewer rate revenue increases:
Fiscal Year Water Rate Increase Sewer Rate Increase
FY 2025-26 (Proposed) 5.5% 6.5%
FY 2026-27 (Proposed) 5.5% 6.5%
FY 2027-28 (Forecasted) 5.0% 6.5%
FY 2028-29 (Forecasted) 5.0% 6.5%
FY 2029-30 (Forecasted) 5.0% 6.5%
**Anticipated increases for future years are per the City’s 2025 Rate Study Update**
Customer Assistance Program
Proposition 218 does not allow consumption or base rate charges billed to a customer to be
utilized for anything but the cost to deliver services; thus, the City is unable to use rate funds to
provide low-income customer assistance programs. Given this constraint, the City uses late fees
paid by utilities customers who do not make their payments on time, to fund its customer
assistance program. Customers that receive CalWORKs, CalFresh (food stamps), Supplemental
Security Income (SSI) and/or State Supplemental Payment (SSP), Veteran Survivor’s Pension
Benefits, or if they self-report a household income below twice the federal poverty level are eligible
for the program. Of the 17,075 active utility accounts, approximately 180 accounts receive the
reduced rates, and budgets have historically been underutilized for this program. Therefore, the
Department plans to request that the City Council increase the discount that is offered through
this program from 15 percent to 20 percent at the June 17, 2025, City Council meeting. In addition
to discounted rates, the City also offers community members challenged with paying their utility
bills the ability to set up payment plans.
Revenue – Water Fund
**This table may contain minor discrepancies due to rounding**
Water sales and base charges show steady growth over the four-year period, primarily driven by
rate adjustments and population growth. Other revenues remain relatively stable, contributing
Water Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Water Sales & Base Charges 26,356,629 28,428,148 29,706,973 31,283,271
Other Revenue
42112-Other City Licenses & Permits 41,580 - - -
43201-Miscellaneous Penalties 129,728 118,000 130,000 130,000
44101-Interest on Investment 1,207,560 50,000 50,000 50,000
44107-Investment FMV Adjustment 551,555 - - -
44305-Damage to City Property 32,475 - - -
44306-Credit Collections 7,331 14,000 5,000 5,000
44310-Miscellaneous Revenue 58,849 20,000 20,000 20,000
45204-Prop 1B Revenue - - 4,095,680 62,606
45211-Other State Grants 752,267 - - -
46102-Development Review Fees 34,943 26,000 26,000 26,000
47003-Miscellaneous 46,005 - - -
Total Revenue 29,218,924 28,656,148 34,033,654 31,576,877
Attachment A: Strategic Budget Direction - Page #9 Page 917 of 987
minimally to overall revenue trends. Anticipated grant proceeds for the City’s groundwater project
create exceptional revenue peaks, with a significant increase expected in FY 2025-26
Expenditures – Water Fund
**This table may contain minor discrepancies due to rounding**
**The table above reflects the base budget only and does not include the planned recommendation of
Significant Operating Budget Changes (SOBCs).**
Changes in the Water Fund budget are primarily driven by regulatory compliance costs, legal
service needs, contract and inflationary pressures, equipment maintenance, and electricity costs.
Personnel costs have slightly increased to accommodate standard staffing and benefit increases,
and additional staffing expenditure increases are accounted for in the recommended SOBCs.
Expenditures for the City's three surface water reservoirs are categorized under Other Operating
Expenditures because the Water Source of Supply budget includes the City’s share of operations,
maintenance, and capital projects for these reservoirs. While Other Operating Expenditures may
appear to decrease between FY 2024-25 and FY 2025-26, the funding for capital projects within
the Water Source of Supply budget varies significantly from year to year. Additional funding
requests for Water Source of Supply capital projects are also included as FY 2026-27 requests.
Capital expenditures decrease compared to FY 2024-25 with proposed budgets of $8.3M and
$5.0M during the next financial plan.
Actuals Original Budget Financial Plan
Water Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Staffing 5,429,211 5,957,659 6,061,759 6,246,471
Other Operating Expenditures 12,711,934 16,446,611 15,854,282 16,556,284
Transfers 2,918,361 2,947,417 3,057,551 3,090,942
Capital Expenditures 8,189,987 13,649,618 8,307,134 5,029,167
Debt Service Costs 626,684 1,868,807 1,865,911 1,855,405
Total Expenditures 29,876,176 40,870,113 35,146,637 32,778,268
Attachment A: Strategic Budget Direction - Page #10 Page 918 of 987
Long-term Forecast – Water Fund
The forecast above reflects the Water Fund’s anticipated financial position and includes
recommended Significant Operating Budget Changes. To address nationwide cost increases and
upcoming capital improvement projects that drive water rate increases, the Department has been
focusing on an approach to supplement ratepayer funds through the utilization of grant funding
and by exploring short-term non-potable water sales opportunities. Over the past five years, the
Water Fund has received over $2 million in grant funding for projects that improve resiliency for
the community while also decreasing long-term operating costs. The Water Treatment Plant Tesla
Battery Pack and the Groundwater Contamination Remediation Project were both grant-funded
and provide long-term operational cost decreases by reducing electricity usage and allowing for
electricity to be utilized during off-peak periods for treatment operations. These projects, amongst
others, focus on utilizing grant opportunities to stabilize or decrease costs that otherwise would
drive additional annual rate increases.
Water Fund Five‐Year Forecast
(In Thousands)
(A)
Actual
2023‐24
(B)
Budgeted
2024‐25
(C)
Financial Plan
2025‐26
(D)
Financial Plan
2026‐27
(E)
Projected
2027‐28
(F)
Projected
2028‐29
1 Revenues
2 46102‐Development Review Fees 34,943$ 26,000$ 26,000$ 26,000$ 26,000$ 26,000$
3 46701‐Sales to Cal Poly 1,203,461$ 1,183,946$ 1,249,069$ 1,317,761$ 1,383,649$ 1,452,832$
4
46702, 46714, 46715, 46716, 46717, 46718,
and 46719 ‐Water Sales 16,886,267$ 19,045,319$ 18,980,886$ 20,158,033$ 21,363,839$ 22,611,488$
5 46703‐Utilities Base Charges 6,989,566$ 6,711,653$ 8,448,140$ 8,984,090$ 9,508,761$ 10,064,072$
6 46704‐Reclaimed Water Sales 1,009,031$ 1,161,104$ 1,052,820$ 1,061,243$ 1,114,305$ 1,170,020$
7 46708‐Utilities Setup Fees 194,009$ 161,694$ 160,000$ 160,000$ 160,000$ 160,000$
8 46709‐Other Utilities Charges ‐$ 1,000$ ‐$ ‐$ ‐$ ‐$
9 46712‐Low Income Subsidy (20,474)$ (100,000)$ (100,000)$ (100,000)$ (100,000)$ (100,000)$
10 46713‐Cal Poly Capacity & Resilience 233,025$ 263,433$ 266,856$ 276,789$ 286,315$ 296,317$
11 Total Charges for Services 26,529,828$ 28,454,148$ 30,083,771$ 31,883,916$ 33,742,869$ 35,680,729$
12 Total Other Revenue 1 2,887,966$ 202,000$ 4,195,680$ 3,887,606$ 9,435,000$ 205,000$
13 Total Impact Fees2 2,643,232$ 800,000$ 800,000$ 800,000$ 800,000$ 800,000$
14 Total Revenue 32,061,026$ 29,456,148$ 35,079,451$ 36,571,522$ 43,977,869$ 36,685,729$
15 Expenditures
16 Total Salaries and Benefits 5,429,211$ 5,953,053$ 6,196,340$ 6,410,785$ 6,886,603$ 7,088,256$
17 Total Operating 12,711,934$ 16,739,862$ 21,017,160$ 17,354,834$ 17,940,331$ 16,308,907$
18 Total Capital Asset Expenditures 8,189,987$ 24,006,057$ 7,289,588$ 5,051,168$ 11,869,428$ 5,770,519$
19 Total Debt Service Expenditures3 1,742,901$ 1,868,807$ 1,865,911$ 1,855,405$ 1,854,858$ 2,453,348$
20 Total General Government Expenditures 2,918,361$ 2,947,417$ 2,819,038$ 2,959,990$ 3,107,989$ 3,263,389$
21 CalPERS Additional Discretionary Payment 164,840.00$ 245,418.0$ 164,840$ 164,840$ 164,840$ 164,840$
22 Total Expenditures 31,157,234$ 51,760,614$ 39,352,876$ 33,797,022$ 41,824,049$ 35,049,258$
23 Change in Financial Position
24 Working Capital ‐ Beginning 40,261,007$ 43,032,553$ 22,731,699$ 17,644,235$ 20,443,280$ 22,885,891$
25
Net Revenues (Revenues minus
Expenditures) 718,689$ (18,247,996)$ (5,087,464)$ 2,799,045$ 2,442,611$ 1,548,171$
26 Working Capital ‐ Year End 43,032,553$ 22,731,699$ 17,644,235$ 20,443,280$ 22,885,891$ 24,434,062$
27 Operating Reserve (20%) 4,560,481$ 5,529,626$ 6,391,098$ 5,767,541$ 5,958,566$ 5,823,408$
28 Rate Stabilization (10%) 2,608,832$ 2,841,689$ 2,973,091$ 3,154,813$ 3,337,055$ 3,529,841$
29 Other Reserves4 175,656$ 175,656$ 175,656$ 175,656$ 175,656$ 175,656$
30 Unreserved Working Capital ‐ Year End 35,687,583$ 14,184,728$ 8,104,390$ 11,345,271$ 13,414,614$ 14,905,157$
NOTES AS NECESSARY
1 Other revenue includes grant revenue and long‐term debt proceeds. Grant proceeds for the Prop 1B Groundwater project are included in FY 26 and FY 27; anticipated
FEMA reimbursements for the Salinas Dam Access Road repairs are included in FY 27; debt proceeds for a 30" pipeline replacement on Santa Rosa is included in FY 28; and
debt proceeeds for the T3 Water Storage Tank Replacement are included in FY 30.
2 Transfers occur after the close of the fiscal year. Amount shown for FY 24 are for the fees collected during FY 24, but were transferred during FY 25.
3 The City's contributions to Nacimiento debt payments are budgeted for as an Operating Expenditure within the Water Source of Supply budget.
4 Includes CalPERS Unfunded Liability Payment.
Attachment A: Strategic Budget Direction - Page #11 Page 919 of 987
In addition to these measures, the Department has been exploring opportunities to sell surplus
water supplies that the City is unable to use each year pursuant to policy 1.13.2 of the Land Use
Element of the City’s General Plan. Surplus water sales programs include the potential to sell
surplus recycled water and surplus water from Nacimiento Lake. These water sales programs
could result in significant revenue for the Department without compromising long-term water
supply sustainability. However, because surplus water sales have not been negotiated and
significant additional work is required to finalize any such agreements, the forecast does not
include any projected revenue from potential sales.
Attachment A: Strategic Budget Direction - Page #12 Page 920 of 987
Water Fund Significant Operating Budget Changes (SOBCs)
Attachment A: Strategic Budget Direction - Page #13 Page 921 of 987
Revenue – Sewer Fund
**This table may contain minor discrepancies due to rounding**
The Sewer Fund’s budgeted revenues show an overall downward trend between FY 2023-24 and
FY 2024-25 due to significant revenue decrease associated with interest on investments in FY
2023-24 and grant awards. The Department continues to conservatively budget for interest on
investments in both the Water Fund and Sewer Fund in order to limit risks related to the financial
market. The Sewer Fund does not anticipate any grant awards during the upcoming Financial
Plan. However, staff have applied for Inflation Reduction Act funding associated with work
completed during the WRRF upgrade. If received, this additional revenue could be used to offset
funding that would otherwise be collected by rates or support additional needed projects.
In FY 2025-26, revenue shows a slight increase driven by population growth and projected rate
adjustments, countered by increased operational costs for the new WRRF, and a slight decrease
in anticipated revenue from Cal Poly wastewater treatment. Credit collections have been reduced
based on historical actuals but are expected to be offset by anticipated increases to miscellaneous
penalties and revenue.
Expenditures – Sewer Fund
**This table may contain minor discrepancies due to rounding**
**The table above reflects the base budget only and does not include recommended Significant Operating
Budget Changes (SOBCs)**
Sewer Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Service Charges 20,196,460 20,596,900 21,832,733 23,226,691
Other Revenue
43201-Miscellaneous Penalties 129,729 118,000 130,000 130,000
44301-Sale of Surplus Property 2,803 - - -
43303-Administrative Citations - Utilties 3,291 - - -
44101-Interest on Investment 1,768,426 50,000 50,000 50,000
44107-Investment FMV Adjustment 824,227 - - -
44305-Damage to City Property 783 - - -
44306-Credit Collections 7,331 14,000 5,000 5,000
44310-Miscellaneous Revenue 756 20,000 25,000 25,000
45211-Other State Grants 895,814 - - -
45402-Other Grants/Subventions 20,183 - - -
47003-Miscellaneous 42,151 - - -
Total Revenue 23,891,953 20,798,900 22,042,733 23,436,691
Actuals Original Budget Financial Plan
Sewer Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Staffing 5,467,874 5,910,888 5,934,917 6,119,313
Other Operating Expenditures 3,941,034 4,015,570 3,890,934 3,926,877
Transfers 3,104,155 3,290,250 3,266,648 3,302,949
Capital Expenditures 20,049,934 15,582,460 7,808,641 6,877,168
Debt Service Costs 6,153,330 7,005,933 7,098,607 7,090,097
Total Expenditures 38,716,328 35,805,101 27,999,748 27,316,404
Attachment A: Strategic Budget Direction - Page #14 Page 922 of 987
The Sewer Fund’s proposed budget is driven by compliance and permitting needs, legal services,
inflationary costs, equipment and service charges. Excluding SOBCs, minor staffing increases
were included, while other operating expenditures were reduced during this budget cycle.
Transfers increased, while debt service remains stable over the financial plan.
Overall, Sewer Fund expenditures will decrease significantly over the next financial plan as the
City completes the WRRF project. Capital expenditures for lifecycle infrastructure replacement,
and upgraded equipment to ensure regulatory compliance are anticipated. The Fund continues
to benefit from its prepayment strategy for contract services, such as chemicals and uniforms,
which allows it to secure favorable financial terms, optimize cash flow, and ensure continuity. By
making payments in advance, the fund can take advantage of vendor discounts and mitigate price
volatility. The Fund’s Contract Services section also accounts for payment to be structured around
milestone-based invoicing, ensuring that payments are structured around predefined project
deliverables.
Overall, the Fund remains on track with current and anticipated budget amounts. Expenses
remain in line with projections, and staff have made strategic budget adjustments to right-size
expenditures.
Attachment A: Strategic Budget Direction - Page #15 Page 923 of 987
Long-term Forecast – Sewer Fund
The forecast above reflects the Sewer Fund’s anticipated financial position and includes
recommended Significant Operating Budget Changes. To address ongoing expenses related to
project deferrals and inflation, staff have identified the following key areas of focus: pursuing
grants, improving operations, and exploring infrastructure replacement alternatives. Over the past
five years, the Sewer Fund has received over $2.6 million in grants, funding capital projects that
would have otherwise relied on ratepayer contributions. Additionally, capital planning projects
such as the Wastewater Collection System Infrastructure Renewal Strategy (long range plan)
analysis allow for the department to be proactive in infrastructure maintenance and replacement.
Additionally, as stated above, staff have applied for Inflation Reduction Act funding associated
with work completed during the WRRF upgrade, which could be used to offset funding that would
otherwise be collected by rates or support additional needed projects. If this funding is not
awarded, the current CIP schedule will remain as forecasted. Lastly, once the new WRRF
Sewer Fund Five‐Year Forecast
(In Thousands)
(A)
Actual
2023‐24
(B)
Budgeted
2024‐25
(C)
Financial Plan
2025‐26
(D)
Financial Plan
2026‐27
(E)
Projected
2027‐28
(F)
Projected
2028‐29
1 Revenues
2 46102‐Development Review Fees 30,640$ 26,000$ 26,000$ 26,000$ 26,000$ 26,000$
3 46701‐ Sales to Cal Poly1 1,279,919$ 1,007,838$ 367,053$ 407,572$ 340,558$ 326,609$
4 46703‐ Utilities Base Charges 5,523,236$ 5,208,612$ 6,244,610$ 6,703,713$ 7,196,570$ 7,725,662$
5
46705, 46720, 46721, and 46722‐ Sewer
Service Charges 13,090,223$ 13,835,916$ 14,303,628$ 15,355,231$ 16,484,148$ 17,696,062$
6 46708 ‐ Utilities Setup Fees 198,146$ 60,000$ 160,000$ 160,000$ 160,000$ 160,000$
7 46709‐ Other Utilities Charges ‐$ 1,000$ ‐$ ‐$ ‐$ ‐$
8 46712‐Low Income Subsidy (16,464)$ (100,000)$ (100,000)$ (100,000)$ (100,000)$ (100,000)$
9 46713‐ Cal Poly Capacity & Resilience ‐$ 472,534$ 472,534$ 472,534$ 472,534$ 472,534$
10 Total Charges for Services 20,105,699$ 20,511,900$ 21,473,825$ 23,025,050$ 24,579,810$ 26,306,867$
11 Total Other Revenue2 19,111,316$ 15,287,000$ 295,000$ 295,000$ 290,000$ 290,000$
12 Total Impact Fees3 943,559$ 600,000$ 600,000$ 600,000$ 600,000$ 600,000$
13 Total Revenue 40,160,575$ 36,398,900$ 22,368,825$ 23,920,050$ 25,469,810$ 27,196,867$
14 Expenditures
15 Total Salaries and Benefits 5,467,874$ 6,002,935$ 5,997,646$ 6,245,259$ 6,646,820$ 6,841,142$
16 Total Operating 3,941,034$ 4,220,747$ 4,800,834$ 4,620,385$ 4,747,670$ 4,905,816$
17 Total Capital Asset Expenditures 20,049,934$ 37,877,750$ 7,240,641$ 6,697,168$ 4,192,524$ 4,366,041$
18 Total Debt Service Expenditures 6,141,209$ 7,005,933$ 7,098,607$ 7,090,097$ 7,088,453$ 7,086,939$
19 Total General Government Expenditures 3,104,155$ 3,290,250$ 3,140,155$ 3,297,163$ 3,462,021$ 3,635,122$
20 CalPERS Additional Discretionary Payment 169,419$ 250,875$ 169,419$ 169,419$ 169,419$ 169,419$
21 Total Expenditures 38,873,625$ 58,648,490$ 28,447,303$ 28,119,491$ 26,306,906$ 27,004,479$
22 Change in Financial Position
23 Working Capital ‐ Beginning 49,346,787$ 53,797,920$ 29,249,773$ 22,527,747$ 18,063,074$ 17,400,595$
24
Net Revenues (Revenues minus
Expenditures) 1,484,834$ (21,581,847)$ (6,722,026)$ (4,464,673)$ (662,480)$ 166,989$
25 Working Capital ‐ Year End 53,797,920$ 29,249,773$ 22,527,747$ 18,063,074$ 17,400,595$ 17,567,584$
26 Operating Reserve (20%)3,730,698$ 4,162,900$ 4,256,442$ 4,301,511$ 4,388,957$ 4,493,767$
27 Rate Stabilization (5%) 994,669$ 1,033,243$ 1,045,765$ 1,123,326$ 1,201,065$ 1,287,417$
28 Other Reserves4 6,087,166$ 6,087,166$ 6,087,166$ 6,087,166$ 6,087,166$ 6,087,166$
29 Unreserved Working Capital ‐ Year End 42,985,387$ 17,966,464$ 11,138,375$ 6,551,072$ 5,723,407$ 5,699,234$
NOTES AS NECESSARY
1 Sewer revenue from Cal Poly is expected to decrease when the University brings its on‐campus wastewater treatment plant online. Projections are based on
the total annual volumes projected to be delivered to the City, as provided by the University.
2 Other revenue includes grant revenue and long‐term debt proceeds. Delays with the WRRF project resulted in $15M of debt proceeds to be delayed to FY 25.
3 Transfers occur after the close of the fiscal year. Amount shown for FY 24 are for the fees collected during FY 24, but were transferred during FY 25.
4 Includes CalPERS Unfunded Liability Payment and SRF loan payments.
Attachment A: Strategic Budget Direction - Page #16 Page 924 of 987
facilities stabilize post construction, staff will be able to evaluate opportunities to further optimize
processes to reduce operational expenditures and maximize the utilization of onsite biogas to
energy production.
Sewer Fund Significant Operating Budget Changes (SOBCs)
Attachment A: Strategic Budget Direction - Page #17 Page 925 of 987
PARKING FUND
Introduction:
The Parking Services Program implements the City’s Access and Parking Management Plan
and operates and maintains the City’s user fee supported parking lots, on-street metered
spaces, parking garages, residential permit parking districts, and timed parking areas
throughout the City, with a focus on the downtown area and residential neighborhoods. The
Parking Services Program works with community partners including businesses, residents,
other government agencies, and visitors to meet their diverse parking and access needs. The
Parking Services Program is funded primarily by user fees and manages the City’s enterprise
Parking Fund. Starting in 2023 and concluding in May 2024, the City completed a parking rate
study and adopted new parking rates. The Parking Rate Study ultimately resulted in reduced
rates for downtown parking compared to rates adopted in 2022.
Construction of the City’s fourth parking structure (the Cultural Arts District Parking Garage) at
the intersection of Palm Street and Nipomo Street is ongoing and largely funded by debt
financing from a Lease Revenue Bond which will be paid back over 30 years. The purpose of
the Cultural Arts District Parking Garage and the recently purchased 1166 Higuera Parking Lot
is to increase the supply of publicly available parking. The purchase of the 1166 Higuera
Parking Lot was made by the Parking Fund, via an interfund loan from the General Fund which
will be paid back over a 30 year term. The debt payments for both the Cultural Arts District
Parking Garage and 1166 Higuera Parking Lot were factored into current Parking Rates.
The completed Park Rate Study further recommended the City develop and implement a
Technology Roadmap to improve parking services and related technology as Parking Fund
revenue has been significantly impacted by unreliable technology. With the implementation of
new technology, revenue is expected to increase and offset the reduction in parking rates as
well as fund the annual debt obligations of the Parking Fund, which total nearly $3.8 million.
Revenue
Revenue in future years is projected based on the 2024 Parking Rate Study. Garage revenue
has not reached projections due to technology issues related to operations and enforcement of
payments at the formerly gateless 842 Palm Street garage. The Technology Roadmap
recommended the installation of a new gated technology system and that new gated technology
Parking Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Parking Fees 8,458,952 8,188,361 7,786,455 8,613,030
Other Revenue
43103-Parking Fines 1,267,232 1,288,000 1,231,100 1,276,500
43104-Police Issued Parking Fines (77,202) (35,800) - -
44101-Interest on Investment 2,085,569 38,000 41,000 61,000
44107-Investment FMV Adjustment 174,123 - - -
44113-Interest Revenue - Leases 800,295 - - -
44204-Other Rent & Lease Revenue 524,111 475,500 479,600 483,900
44310-Miscellaneous Revenue 222 37,800 37,800 37,800
47003-Miscellaneous 14,477 - - -
Total Revenue 13,247,779 9,991,861 9,575,955 10,472,230
Attachment A: Strategic Budget Direction - Page #18 Page 926 of 987
was installed in the 842 Palm Street garage in March 2025, which ensures all customers pay for
parking as required.
Citation revenue has also decreased due to a citation management software system that has
been unreliable in noticing and collections for unpaid citations. A new software vendor for
enforcement software was selected and will be implemented in April 2025. This change will
expedite cost recovery of unpaid citations.
Expenditures Table
The table above reflects the base budget only and does not include recommended Significant
Operating Budget Changes (SOBCs). The Long-Term Forecast table below includes SOBC
expenses on row 17 beginning in FY 2025-26.
The construction of the Cultural Arts District Parking Garage is ongoing and is anticipated to be
complete early in calendar year 2026. The project remains on budget with a majority of the
capital expense for the project occurring in calendar year 2025. Expenses remain as budgeted
with no significant changes expected.
Actuals Original Budget
Parking Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Staffing 1,991,075 2,111,121 2,199,851 2,291,822
Other Operating Expenditures 1,826,924 1,847,703 1,750,531 1,756,881
Transfers 1,387,281 1,632,053 1,704,012 1,857,820
Capital Expenditures 20,701,121 43,437,226 2,114,800 525,000
Debt Service 3,016,362 3,827,322 3,696,535 3,593,490
Total Expenditures 28,922,763 52,855,425 11,465,728 10,025,013
Financial Plan
Attachment A: Strategic Budget Direction - Page #19 Page 927 of 987
Long-Term Forecast
The long-term forecast shows a return to forecasted revenues, following a dip in certain
revenues during FY 2023-24 and part of FY 2024-25, as the Technology Roadmap
recommended changes are implemented. With the completion of two key projects—the new
gated system at 842 Palm Garage and the new citation management software in Spring 2025—
staff expects revenue projections to recover, with little to no impact on the next fiscal year.
It should be noted that the revenue projections for the "Parking Structures” for the years FY
2025-26 to FY 2028-29 are based on an assumed occupancy of the new Cultural Arts Parking
Garage once construction is completed early in calendar year 2026. However, actual occupancy
(A)
Actual
2023‐24
(B)
Budgeted
2024‐25
(C)
Budgeted
2025‐26
(D)
Budgeted
2026‐27
(E)
Projected
2027‐28
(F)
Projected
2028‐29
1 Revenue
2 Charges for Service
3 46401/46402 ‐ Parking Meters 5,927,488 4,312,367 4,312,367 4,312,367 4,312,367 4,312,367
4 46403 ‐ Parking Structures 1,757,776 2,860,504 2,860,504 3,687,079 3,687,079 3,687,079
5 46404 ‐ Long Term Parking 702,797 901,906 500,000 500,000 500,000 500,000
6 46405 ‐ Parking In‐Lieu ‐ 23,824 23,824 23,824 23,824 23,824
7 46406 ‐ City Employee Parking 70,890 89,760 89,760 89,760 89,760 89,760
8 44204 ‐ Other Re nt & Le ase Revenue 524,111 475,500 479,600 483,900 504,400 508,900
9 Total Charges for Service 8,983,063 8,663,861 8,266,055 9,096,930 9,117,430 9,121,930
10 Total Citations and Fines 1,190,030 1,252,200 1,231,100 1,276,500 1,247,267 1,245,622
11 Total Other Revenue 3,074,686 75,800 78,800 98,800 108,800 128,800
12 Total Revenue without Debt Financing 13,247,779 9,991,861 9,575,955 10,472,230 10,473,497 10,496,352
13 Proceeds from Debt F inancing 51,845,000 ‐ ‐ ‐ ‐ ‐
14 TOTAL REVENUE 65,092,779 9,991,861 9,575,955 10,472,230 10,473,497 10,496,352
16 EXPENDITURES
17 Proposed SOBCs (Salaries and Benefits)26,523 27,319 28,138 28,982
18 Total Salaries and Benefits 1,991,075 2,111,121 2,199,851 2,291,822 2,360,577 2,431,394
19 Total Contract Services 808,883 662,700 638,380 641,340 660,580 680,398
20 Total Other Operating Expenditures 1,018,041 1,185,003 1,112,151 1,115,541 1,237,139 1,257,004
21 Total Operating Expenditures 3,817,999 3,958,824 3,950,382 4,048,703 4,258,295 4,368,795
22 Total Capital Asset Expenditures 20,701,121 43,437,226 2,114,800 525,000 2,075,000 165,000
23 Total Debt Service Expenditures 3,016,362 3,827,322 3,696,535 3,593,490 3,589,082 3,590,355
24 Total Transfers to / from Other Funds 1,387,281 1,632,053 1,704,012 1,857,820 1,891,250 1,925,393
25 TOTAL EXPENDITURES 28,922,763 52,855,425 11,465,728 10,025,013 11,813,628 10,049,543
26 CalPERS Payment (ADP)‐ 61,003 97,543 97,543 97,543 97,543
27 Total Expenditures (After CalPERS ADP) 28,922,763 52,916,428 11,563,271 10,122,556 11,911,171 10,147,086
28 Working Capital ‐ Beginning 13,813,435 49,983,451 7,119,887 5,230,114 5,677,331 4,337,200
29 Change in Financial Position 36,170,016 (42,863,564) (1,889,773) 447,217 (1,340,131) 446,809
30 Working Capital ‐ Year End 49,983,451 7,119,887 5,230,114 5,677,331 4,337,200 4,784,009
31 Operating Reserve (20%)1,366,872 1,557,229 1,529,383 1,528,439 1,569,475 1,591,830
32 Assigned for Pension Contributions 61,446 61,446 61,446 61,446 61,446 61,446
33 Unreserved Working Capital Year End 48,555,133 5,501,212 3,639,285 4,087,446 2,706,279 3,130,733
2023‐25 Financial Plan 2025‐27 Financial Plan
Attachment A: Strategic Budget Direction - Page #20 Page 928 of 987
may vary due to factors such as increased parking demand in that area and decreased demand
at other garages. After the new garage opens, staff will monitor occupancy, revenue, and make
budget adjustments as needed.
Minor reductions in expenses are expected to cover the dip in recent revenue caused by
technology issues. Planned upcoming Capital Improvement Plan Projects in the next Financial
Plan include safety fencing for the garages, surveillance cameras in the garages, pay station
replacement and expansion. Overall, projected unreserved working capital remains healthy in
the outer years of the forecast which will be available to support capital needs in the future.
The Long-Term Forecast table above include expenses identified in the Significant Operating
Budget Changes shown in the table below.
Planned Recommendations for Significant Operating Budget Changes
2025‐26 2026‐27
Total
Expense
Other
Funding
Sources
Parking Fund
Contribution
Total
Expense
Other
Funding
Sources
Parking Fund
Contribution
1Add 1.00 FTE Communications Coordinator for Mobility
Services and Capital Improvement projects (previously a
contract position, cost to be paid by General Fund and
Parking and Transit Enterprise Funds).
Public
Works
88,410 61,887 26,523 88,410 61,887 26,523 Ongoing
ID SOBC Description Department
One‐
Time/
Ongoing
Attachment A: Strategic Budget Direction - Page #21 Page 929 of 987
TRANSIT FUND
Introduction:
The City’s Transit Services Program provides daily fixed-route transit service to the community
within the city limits and the California Polytechnic State University campus and operates this
service under the name ‘SLO Transit’. SLO Transit also operates the downtown trolley service,
connecting downtown with the lodging district on upper Monterey Street; tripper services in
support of local K-12 schools; and an express service with direct service between the university
and downtown on Thursday evenings. SLO Transit manages the City’s enterprise Transit Fund.
SLO Transit’s fleet consists of 16 heavy duty buses, one double decker bus, one cutaway bus,
and one replica trolley. Services are provided 363 days a year along eight fixed routes and are
projected to provide 625,000 passenger trips in FY 2024-25. Ridership demographics reflect a
broad cross section of the community including seniors, persons with disabilities, K-12 students,
University students, and commuters. Operations, maintenance, and capital costs are paid for by
user fares and Federal and State funding.
The cost of contracted operations and maintenance services continue to increase. Half of SLO
Transit’s fleet is beyond its useful life and requires more maintenance and replacement of major
components to remain in operation. Additionally, fuel costs continue to be volatile due to
geopolitical conflicts and other global trends. Finally, SLO Transit’s transition to zero-emission
technologies is ahead of schedule through the support of Federal and State funding sources.
Revenue
Bus fares remain steady in line with ridership numbers post-pandemic. The City is compliant with
Transportation Development Act (TDA) requirements and, therefore, is eligible to continue
receiving TDA funds. It is important to note that formula funds (shown in the table as FTA 5307)
are distributed to the San Luis Obispo area based on a predetermined formula rather than through
a competitive application process. FTA 5307 funds are budgeted with the assumption that the City
will receive the full annual apportionment. Actual apportionment amounts will vary depending on
Actual Original Budget
Transit Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Fees for Service
46601 - Bus Fare 250,790 226,000 260,000 260,000
46602 - Cal Poly Transit Agreement Revenues 750,000 750,000 750,000 750,000
Other Revenue - -
44101 - Interest on Investment 257,261 - 30,455 30,807
44107 - Investment FMV 120,063 - - -
45208 - TDA Revenue 496,193 1,992,000 2,000,000 2,024,000
45209 - STA Revenue 717,650 732,000 725,000 725,000
45215 - State of Good Repair (SGR)394,054 9,325 8,722 8,722
45211 - Other State Grants - 880,000 - -
45302 - FTA 5307 (Capital)684,498 3,575,985 2,693,785 2,452,006
45303 - FTA 5307 (Preventative Maint.)- - 210,765 214,980
45304 - FTA 5307 (Operating)- - 2,647,775 3,049,800
45305 - Other Federal Grants 2,802,275 8,893,876 2,701,956 4,845,000
47003 - Other Revenue 2,326 - - -
Total Revenue 6,475,111 17,059,186 12,028,458 14,360,315
Financial Plan
Attachment A: Strategic Budget Direction - Page #22 Page 930 of 987
the specific needs of the agencies (i.e. SLO Transit, SLORTA) that qualify to receive these formula
funds.
In FY 2024-25, staff applied for a discretionary grant to fund battery electric buses but was not
awarded the funding. The anticipated $4.8 million in grant funds was budgeted as part of the
2024-25 Supplemental Budget and is reflected in the table above which accounts for the
significant revenue decline between FY 2024-25 and FY 2025-26.
Staff continues to draw down on the allocated American Rescue Plan Act (ARPA) Federal grant
award for operating expenses . Uncertainty surrounding the availability of future discretionary
Federal grants is an ongoing concern; however, staff continues to monitor industry news updates
and consider state and regional funding alternatives in the event Federal funding is reduced or
eliminated entirely. Although SLO Transit’s operating is currently fully covered by federal funding,
other funding sources are eligible to fund operating expenses like Transportation Development
Act and Low Carbon Transit Operations Program.
Expenditures
Note: The table above reflects the base budget only and does not include recommended
Significant Operating Budget Changes (SOBCs).
Contracted operations and maintenance services costs continue to increase per the terms of the
operations and maintenance agreement with SLO Transit’s contractor, Transdev. Maintenance
costs are also increasing as major failures occur with SLO Transit’s aging fleet. Diesel fuel prices
have decreased over the past two years but are still above pre-pandemic levels. Staff anticipates
fuel costs to remain high based on the current state of global politics.
Capital project funding remains available through various Federal and State sources. As
discussed above, staff anticipated receiving a grant in FY 2024-25 for electric buses which was
not awarded. The associated capital project, budgeted at $6.3 million, is still shown in the
Expenditures table and explains the year-to-year variance. Staff is working on a project to install
additional charging infrastructure at the bus yard, rehabilitate the bus yard parking lot, and replace
old style bus shelters with new shelters per City standards. Staff has also budgeted $5.5 million
in FY 2026-27 to purchase electric buses in line with SLO Transit’s Zero-Emission Rollout Plan.
Actuals Original Budget Financial Plan
Transit Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Staffing 389,893 329,423 339,031 352,919
Other Operating Expenditures 4,038,661 4,800,103 4,776,260 4,800,095
Transfers 463,491 460,609 474,427 488,660
Capital Expenditures 1,668,368 11,630,541 3,155,719 6,699,292
Total Expenditures 6,560,413 17,220,676 8,745,437 12,340,966
Attachment A: Strategic Budget Direction - Page #23 Page 931 of 987
Long-term Forecast
Note: The Long-Term Forecast table above include expenses identified in the Significant
Operating Budget Changes (SOBCs) shown in the table below.
The Transit Fund is able to cover all current and forecasted operating and capital costs with
support from Federal and State funding sources. Operating costs are projected to increase
significantly over the next few years due, in large part, to the implementation of the Short-Range
(A)
Actual
2023‐24
(B)
Budgeted
2024‐25
(C)
Budgeted
2025‐26
(D)
Budgeted
2026‐27
(E)
Projected
2027‐28
(F)
Projected
2028‐29
1 REVENUE
2 Charges for Service
3 46601 ‐ Bus Fare 250,790$ 226,000$ 260,000$ 260,000$ 260,000$ 260,000$
4 46602 ‐ Cal Poly Transit Agreement 750,000$ 750,000$ 750,000$ 750,000$ 772,500$ 795,675$
5 Total Charges for Service 1,000,790$ 976,000$ 1,010,000$ 1,010,000$ 1,032,500$ 1,055,675$
6 Other Revenue
7 44101 ‐ Interest on Investment 257,261$ ‐$ 30,455$ 30,807$ 15,760$ 19,409$
8 44107 ‐ Investment FMV 120,063$ ‐$ ‐$ ‐$ ‐$ ‐$
9 44310 ‐ Miscellaneous Revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
10 45208 ‐ TDA Revenue 496,193$ 1,992,000$ 2,000,000$ 2,024,000$ 2,048,300$ 2,072,900$
11 45209 ‐ STA Revenue 717,650$ 732,000$ 725,000$ 725,000$ 725,000$ 739,500$
12 45215 ‐ State of Good Repair (SGR)394,054$ 9,325$ 8,722$ 8,722$ 8,722$ 8,700$
13 45211 ‐ Other State Grants ‐$ 880,000$ ‐$ ‐$ ‐$ ‐$
14 45216 ‐ Low Carbon Operation Revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
15 45302 ‐ FTA 5307 (Capital)684,498$ 3,575,985$ 2,693,785$ 2,452,006$ 1,803,083$ 1,744,077$
16 45303 ‐ FTA 5307 (Preventative Maint.)‐$ ‐$ 210,765$ 214,980$ 219,280$ 223,700$
17 45304 ‐ FTA 5307 (Operating)‐$ ‐$ 2,647,775$ 3,049,800$ 3,443,400$ 3,554,000$
18 45305 ‐ Other Federal Grants 2,802,275$ 8,893,876$ 2,701,956$ 4,845,000$ 2,400,000$ ‐$
19 45402 ‐ Other Grants/Subventions ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
20 47003 ‐ Other Revenue 2,326$ ‐$ ‐$ ‐$ ‐$ ‐$
21 Total Other Revenue 5,474,321$ 16,083,186$ 11,018,458$ 13,350,315$ 10,663,545$ 8,362,286$
22 Total Revenue 6,475,111$ 17,059,186$ 12,028,458$ 14,360,315$ 11,696,045$ 9,417,961$
23 EXPENDITURES
24 Proposed SOBCs (Salaries and Benefits) 48,226$ 49,673$ 51,163$ 52,698$
25 Total Salaries and Benefits 389,893$ 330,949$ 387,257$ 402,592$ 416,781$ 429,284$
26 61011 ‐ Maintenance 270,443$ 332,500$ 331,680$ 346,615$ 357,013$ 367,724$
27 61013 ‐ Other Contract Services 297,705$ 161,600$ 72,100$ 72,100$ 74,263$ 76,491$
28 61016 ‐ Purchased Transportation 3,006,116$ 3,800,293$ 3,788,780$ 3,792,880$ 3,906,666$ 4,023,866$
29 62504 ‐ Fuel 406,007$ 365,000$ 420,000$ 420,000$ 420,000$ 420,000$
30 Proposed SOBCs (Contract Services)813,073$ 1,837,614$ 1,912,300$ 1,968,200$
31 Total Contract Services 3,980,271$ 4,659,393$ 5,425,633$ 6,469,209$ 6,670,243$ 6,856,281$
32 Total Other Operating Expenditures 58,390$ 140,710$ 163,700$ 168,500$ 179,323$ 184,703$
33 Total Operating Expenditures 4,428,554$ 5,131,052$ 5,976,590$ 7,040,301$ 7,266,346$ 7,470,268$
34 Total Capital Asset Expenditures 1,668,368$ 11,630,541$ 3,155,719$ 6,699,292$ 3,167,961$ 107,541$
35 Total Transfers to / from Other Funds 463,491$ 460,609$ 467,772$ 477,127$ 486,670$ 496,403$
36 Total Expenditures 6,560,413$ 17,222,202$ 9,600,081$ 14,216,720$ 10,920,977$ 8,074,212$
37 Working Capital ‐ Beginning 2,236,399$ 2,151,097$ 1,988,081$ 4,416,458$ 4,560,053$ 5,335,121$
38 Change in Financial Position (85,302)$ (163,016)$ 2,428,377$ 143,595$ 775,068$ 1,343,750$
39 Working Capital ‐ Year End 2,151,097$ 1,988,081$ 4,416,458$ 4,560,053$ 5,335,121$ 6,678,871$
40 Operating Reserve (20%)885,711$ 1,026,210$ 1,195,318$ 1,408,060$ 1,453,269$ 1,494,054$
41 Unreserved Working Capital Year End 1,265,386$ 961,870$ 3,221,140$ 3,151,993$ 3,881,852$ 5,184,817$
2023‐25 Financial Plan 2025‐27 Financial Plan
Attachment A: Strategic Budget Direction - Page #24 Page 932 of 987
Transit Plan service change recommendations. If changes occur in the reliability of State and
Federal funding sources, reductions in service or increased reliance on fund balance would be
required. Staff will continue to seek reimbursement for awarded grants and will continue to apply
for new grants to fund future capital projects.
Planned Recommendations for Significant Operating Budget Changes
2025‐26 2026‐27
Total
Expense
Other
Funding
Sources
Transit Fund
Contribution
Total
Expense
Other
Funding
Sources
Transit Fund
Contribution
1Add 1.00 FTE Communications
Coordinator for Mobility Services and
Capital Improvement projects
(previously a contract position, cost to
be paid by General Fund and Parking and
Transit Enterprise Funds).
Public
Works
88,410 61,887 26,523 88,410 61,887 26,523 Ongoing
2 Funding for increased purchased
transportation contract.
Public
Works
181,773 ‐ 181,773 341,514 ‐ 341,514 Ongoing
3 Funding for implementation of Short‐
Range Transit Plan.
Public
Works
581,300 ‐ 581,300 1,446,100 ‐ 1,446,100 Ongoing
4 Funding for Transit Service and Planning
Software.
Public
Works
50,000 ‐ 50,000 50,000 ‐ 50,000 Ongoing
5 Funding for Transit Intern (temporary
position, 900 hours).
Public
Works
21,703 ‐ 21,703 21,703 ‐ 21,703 Ongoing
6 923,186 61,887 861,299 1,947,727 61,887 1,885,840
ID SOBC Description Department
One‐
Time/
Ongoing
Total
Attachment A: Strategic Budget Direction - Page #25 Page 933 of 987
Local Revenue Measure
The Local Revenue Measure is a 1.5% additional transactions and use tax that was approved by
San Luis Obispo voters in November 2020. As called for by the City’s Municipal Code, funds
generated by the Local Revenue Measure (LRM) are budgeted for on a standalone basis. These
expenditures take the form of transfers to Capital Outlay funds for use in capital projects, or as
transfers to the General Fund to pay for positions and other operating expenditures.
Revenue Performance
The Local Revenue Measure is a transactions & use tax, which, like a sales tax, depends on
consumer spending and is therefore highly cyclical. During development of the FY 2024-25
budget, it was expected that rapid economic growth would continue, aided by falling inflation and
interest rates. While the economy and consumer spending continue to grow, expectations for the
local revenue measure have decreased since the FY 2024-25 budget was developed:
Budget Allocations
The Local Revenue Measure is collected in its own fund and transferred to the General Fund for
operating expenditures and the Capital Outlay funds for capital expenditures. The ratio of
transfers between operating and capital is determined each year based on funding availability
and current priorities. As shown in the table below, the percentage provided to capital has been
between 70-74% since passage of the measure:
The table above represents initial budget allocations only. When revenues exceed budget and
undesignated fund balance is available, policy requires that it is used to fund one-time needs and
it is typically allocated to capital expenditures. The proposed allocations below reflect a modest
reduction in the capital ratio compared to prior years:
Additionally, the capital expenditures and ratios listed above do not account for any staff expenses
necessary to develop and deliver capital projects, such as engineers, project managers, or
inspectors whose time is dedicated to the City’s capital program. If these expenses were allocated
FY 2023‐24 FY 2024‐25 FY 2025‐26 FY 2026‐27
Last Forecast 30.6M 31.9M 32.7M 33.7M
Current Forecast 30.6M 30.6M 31.6M 32.5M
Variance ‐ (1.3M) (1.1M) (1.2M)
Attachment A: Strategic Budget Direction - Page #26 Page 934 of 987
to what is listed above as capital, the ratio of LRM funding dedicated to capital would increase to
approximately 75% in FY 2025-26.
As detailed in the General Fund Summary and the revenue forecast above, expenditures will need
to be constrained to match reduced revenue expectations. Staff believe that a reduction in
operating expenditures would have an immediate negative impact on service levels Citywide, and
that a carefully crafted reduction in capital expenditures would have a much lower impact.
Aside from a desire to avoid the community impact of service level reductions, staff note an
additional compelling reason for a reduction in capital expenditures: previous capital improvement
plans have far exceeded staff capacity and projects were delayed while funds sat idle. A modest
reduction in capital expenditures will better reflect the number and size of projects that the City
can expect to deliver.
Proposed Local Revenue Measure Uses
The proposed expenditures by category are detailed below:
Actuals in FY 2023-24 are higher than budgeted and proposed amounts due to the use of
unassigned fund balance.
Additional detail on the proposed operating and capital expenditures within each category can be
found below:
Actuals Budget Proposed
FY 2023‐24 FY 2024‐25 FY 2025‐26 FY 2026‐27
Youth/Senior Services and Recreational Facilities 1,617,644 5,287,099 8,549,621 2,676,539
Street Maintenance and Transportation 12,137,815 9,150,627 7,758,784 8,040,665
Community Safety and Emergency Preparedness 6,852,418 6,616,890 5,416,654 6,988,060
Protect Financial Stability 515,519 1,186,330 4,755,045 4,826,495
Open Space/Natural Areas Preservation and Maintenance 1,587,865 1,555,889 1,620,420 1,859,512
Other Services and Projects 5,535,379 3,342,390 1,114,848 1,316,230
Address Homelessness 796,897 907,987 934,256 994,834
Safe and Clean Public Areas 765,767 1,889,662 666,433 566,329
Creek and Flood Protection 3,893,150 1,718,127 556,016 5,106,335
Economic Development and Business Retention 425,000 200,000 199,922 130,000
Total 34,127,454 31,855,001 31,572,000 32,505,000
Attachment A: Strategic Budget Direction - Page #27 Page 935 of 987
And continued on the next page:
Attachment A: Strategic Budget Direction - Page #28 Page 936 of 987
And continued on the next page:
Attachment A: Strategic Budget Direction - Page #29 Page 937 of 987
The specific operating expenditures budgeted for with Local Revenue Measure funds are detailed
on the next page:
Attachment A: Strategic Budget Direction - Page #30 Page 938 of 987
And continued on the following page:
Attachment A: Strategic Budget Direction - Page #31 Page 939 of 987
Rows that include the abbreviation “Full Time Equivalent” or FTE refer to employee positions
funded by the Local Revenue Measure, and are fully burdened costs including salary, regular
pension costs, and other benefits. Overtime and allocated unfunded liability payments are not
recommended to be funded with the Local Revenue Measure.
Revenue Enhancement Oversight Commission
The role of the Revenue Enhancement Oversight Commission (REOC) in this process is to make
recommendations to the City Council regarding the uses of revenue generated by the LRM. The
REOC met on March 20, 2025, to review the recent performance of the revenue stream, discuss
economic conditions impacting the local revenue measure, and review how the revenue forecast
has deteriorated since last year.
Acknowledging that with a lower revenue forecast, some planned expenditures must be reduced
or eliminated, the REOC concurred with staff’s recommendation to make modest reductions to
capital expenditures during the term of the 2025-27 Financial Plan so that the critical services
funded by the LRM operating allocation can be maintained.
Attachment A: Strategic Budget Direction - Page #32 Page 940 of 987
Draft Capital Improvement Plan
The CIP serves as a roadmap for addressing the City’s immediate and long-term infrastructure
needs while setting clear expectations for internal collaborators, external partners, and the public.
The 2025-27 CIP prioritizes aligning resources with realistic project delivery timelines, ensuring
fiscal responsibility, and maintaining existing assets. This approach enhances transparency and
accountability, ensuring that project commitments are feasible within available resources.
Rationale for CIP Development
The 2025-27 CIP is designed to align project funding with
staffing capacity, ensuring that projects can be delivered as
planned without overextending resources. A key goal is to
improve project management by setting realistic timelines
and budget expectations from the outset, providing clear and
attainable targets for project managers. The time required to
deliver a project is a critical factor—on average, it takes 12 to
18 months for a simpler project, such as a parking lot paving
or HVAC project, to reach the construction phase. This
timeline must be factored into the planning process to prevent
unrealistic expectations and ensure sufficient lead time for
project initiation and completion.
One of the primary challenges in past financial plans was the distinction between constrained and
unconstrained years (constrained is defined as capital expenses not exceeding available capital
revenues for a given year or set of years). As an example, in the 2023-25 Financial Plan, only the
first two years were constrained, while outyears remained flexible due to unpredictable
construction costs and unknows related to the ongoing storm-response projects, which made it
difficult to accurately forecast capital expenditures. However, this approach sometimes created
unrealistic expectations, as projects listed in later, unconstrained years lacked guaranteed funding
and staffing to ensure timely delivery. Entering the 2025-27 financial planning process, this issue
contributed to a projected $12 million deficit in the first year—even before considering new
requests. These challenges highlighted the need for a more structured, long-term capital
budgeting approach.
By transitioning to a fully constrained 10-year CIP, the City is committing to a more transparent
approach to project planning. This shift improves budgeting and resource allocation and also
provides a clearer framework for evaluating trade-offs when new priorities arise. For example, if
a new project is introduced in year three, Council will be able to see the impacts and necessary
adjustments to existing projects, taking into account the time it takes to deliver projects and
ensuring that capacity is maintained. Importantly, constraining the outyears does not lock them in
permanently as this 10-year CIP will continue to be reassessed during each two-year financial
planning cycle. However, this approach enables more informed decision-making by providing a
comprehensive view of long-term project needs and available resources, ultimately strengthening
the City’s ability to deliver critical infrastructure investments on time and within budget.
Attachment A: Strategic Budget Direction - Page #33 Page 941 of 987
Capital Improvement Plan (CIP) Process
The CIP process began with internal staff reviewing the previously adopted 2023-25 Financial
Plan and updating the costs of ongoing projects using the latest available data. This included
adjustments to Annual Asset Maintenance Accounts, informed by past expenditures and
upcoming purchase orders. For CIP projects managed by Engineers and Project Managers, cost
updates were based on milestone design plans—such as 50% or 90% design submittals—which
provided more refined estimates. Once existing projects were updated, staff submitted new
projects for consideration in the 2025-27 Financial Plan. These updates and new project
proposals were then reviewed by the City’s CIP Review Committee, which includes the Assistant
City Manager, Public Works Director, Finance Director, Community Development Director, Utilities
Director, Parks and Recreation Director, Deputy City Manager, and a Public Safety Department
Head, and is supported by the CIP Administrative Manager (CIP Manager).
Initial funding requests for General Fund projects exceeded $50 million in year one and a similar
amount in year two. However, with an anticipated General Fund budget of approximately $25
million per year, significant prioritization was necessary. To refine the list, Department Heads
ranked their own projects based on priority, followed by a ranking from the CIP Review Committee
using established criteria. These criteria considered 2023-25 Major City Goals, staffing capacity,
operational impacts, and other key factors. Using these rankings, the CIP Manager developed a
balanced budget, which underwent multiple iterations to align departmental priorities, committee
recommendations, staffing constraints, and available funding.
Once consensus was reached within the CIP Review Committee, the proposed capital budget
was presented to the City Manager and later to the full Leadership Team for further refinement.
On March 20th, staff presented draft recommendations to the Revenue Enhancement Oversight
Commission to ensure alignment with Local Revenue Measure priorities.
In May, the CIP will be reviewed by the Planning Commission to confirm its conformity with the
General Plan before returning to the Revenue Enhancement Oversight Commission for an official
recommendation to the City Council. Staff anticipates presenting the CIP to City Council on June
17th for discussion and final approval as part of the 2025-27 Financial Plan.
Attachment A: Strategic Budget Direction - Page #34 Page 942 of 987
Project Management Capacity
The capacity of Project Managers (PMs) plays a critical role in the development of the Capital
Improvement Plan (CIP) for the 2025-27 Financial Plan. In allocating resources and prioritizing
projects, it is essential to consider the capacity of the PM team. The ability to effectively manage
a diverse portfolio of projects is directly tied to the overall success of the CIP, ensuring that projects
are completed on time, within scope, and within budget.
There are currently nine PMs overseeing 64 projects in 2025-26 (Year 1) and 43 projects in 2026-
27 (Year 2), resulting in an average of 7 and 5 projects per PM respectively. In FY24, with the
same number of project managers, the CIP Engineering Team successfully completed 30
projects—averaging about 3 projects completed per PM. The average project per PM in years
Year 1 and 2 of the 2025-27 Financial Plan still exceeds what is typical of past performance. Year
1 (2025-26) will still be high in terms of PM workload; a more balanced workload is anticipated in
Year 2 (2026-27) as prior projects conclude and create more capacity. This factor has been
carefully considered in the plan’s development. Additionally, not all projects are equal in
complexity, and each phase requires varying levels of attention. Consultant PM support is also
planned to be added in Year 1 of the CIP to support highly complex and/or resource intensive
projects such as the Prado Road Interchange, Prado Creek Bridge Widening, and several ATP
projects.
By considering all these factors, it is expected that, with careful project management, projected
project delivery timeframes can be achieved. Through strategic resource allocation, managing
project complexity, and balancing the stages of projects, the CIP Engineering team can
successfully oversee the workload laid out in the 2025-27 Financial Plan.
Projects
Cultural Arts District Parking Structure
The Cultural Arts District Parking Structure, in development for nearly 20 years, is now in the final
stages of construction. With less than a year to go, the concrete superstructure is complete, and
road improvements are scheduled for spring 2025. To support these improvements, the approved
project budget included additional funding being added in the first year of the 2025-27 Financial
Plan. The 2025-27 Financial Plan includes a general fund contribution of $500,000, which will
only be used once all available bond proceeds for the project have been exhausted. The
construction contract is currently $41,898,004, which does not include contingency or soft costs
on the project.
Orcutt Area Parks
The Orcutt Area Parks project, also known as Righetti Parks, is a key initiative that has faced
challenges due to funding constraints, requiring a phased approach for project development and
construction. Originally intended to be funded through development fees only, the revenue
collected was insufficient to fully finance the parks. The impact of inflation has further widened the
funding gap, leaving the $23 million project in need of significant additional resources.
To move forward, the City divided the project into multiple phases, allowing for incremental
progress while providing flexibility in funding. However, phasing the project has increased overall
costs. The total cost is now estimated at $27.69 million in today’s dollars, with additional
escalations projected in future years as outlined in the 2025-27 Financial Plan.
Attachment A: Strategic Budget Direction - Page #35 Page 943 of 987
To address this gap, the 2025-27 Financial Plan proposes $6,500,000 in Year 1 to support Phase
1 of the project, which focuses on essential amenities such as play structures, fields, restrooms,
covered patios, and a parking lot. The total Phase 1 project is estimated at $13.5 million, which
covers the construction phase, including soft costs such as construction management and
contingency. Funding previously appropriated to the project includes Orcutt Area Specific Plan
Park Funds, $3.4 million, and Local Revenue Measure Capital Outlay Funds, $5.1 million, totaling
$8.5 million.
Subsequent phases of the Orcutt Area Parks project include additional amenities, such as
pickleball courts (Phase 2), a pump track (Phase 3), basketball courts (Phase 4), and tennis courts
(Phase 5). A key consideration in planning these phases is the need for pedestrian and vehicular
bridges to connect different areas of the park. These bridges will be essential for linking the main
park (Phase 1) to the pump track (Phase 3) and connecting the basketball courts (Phase 4) to the
tennis courts (Phase 5), ensuring access across the entire park.
Beyond this phased approach, the City is working to balance the needs of the Orcutt area with
broader park requirements across the entire community. The 10-year Capital Improvement Plan
(CIP) aims to ensure funding for park projects is distributed equitably, prioritizing both new
developments and the replacement of aging infrastructure citywide. As the Orcutt area park
progresses through its phases, other park replacement projects will be delivered throughout the
City to address existing infrastructure needs, such as Duvall Ranch, Vista Lago, and Laguna Hills
parks.
This phased approach underscores the City’s commitment to prioritizing park development while
also meeting the needs of the broader community. It reflects a careful balance between new
projects and the replacement of aging infrastructure, ensuring that all areas of the community are
served equitably over time.
Active Transportation Plan (ATP) Projects
Progress is underway with four major Active Transportation Plan (ATP) projects currently in
development within the Engineering Division of the of the Public Works Department. The
proposed 10-year CIP has been crafted to align with the unique challenges of these dynamic
projects. Each of these projects includes a public input process to ensure the community’s voice
helps shape these projects, as well as time for internal review and coordination between
numerous City departments including the Fire Department and Public Works’ Transportation
Engineering Division.
In addition to the four primary ATP-centric projects discussed below, the CIP also includes other
initiatives that support transportation safety and enhance the experience for active transportation
users. These efforts reflect the City's commitment to creating a more sustainable, equitable, and
climate-friendly transportation system.
Higuera Street Complete Street
The Higuera Complete Street Project includes a variety of safety and multimodal transportation
improvements proposed along portions of Higuera Street, Madonna Road, and within the Meadow
Park neighborhood, and is identified as a Tier 1 (highest priority) project in the ATP. The project
includes pavement maintenance, roadway striping, pedestrian ADA upgrades, traffic signal
improvements, bicycle and pedestrian safety enhancements, and is supported by more than $9
million in outside grant funding that has already been secured. The project is currently at the 90%
design phase and is on schedule to advertise for construction by the end of 2025. The 2025-27
Attachment A: Strategic Budget Direction - Page #36 Page 944 of 987
Financial Plan includes a request for an additional $2.5 million in Year 1 from the General Fund
to fully fund construction of the project.
Foothill Boulevard Complete Street
The Foothill Boulevard Complete Street Project is currently in the preliminary concept planning
stage and includes development of safety and multimodal transportation improvements along
Foothill Boulevard, which is a Tier 1 (highest-priority) ATP project along a corridor that serves as
a primary active transportation route to Cal Poly, several local elementary schools, and as a
primary connection point to city transit services, retail destinations, and other cross-town active
transportation routes. The project is currently funded through the concept planning phase. The
2025-27 Financial Plan includes a request for $200,000 in funding for final design and
environmental review in Year 2 of the CIP, and $2.5 million in construction funding in Year 4 to
advance the highest-priority improvement recommendations from the planning phase.
South Broad Street Corridor
In conjunction with the request to initiate work on a new project focused on the South Broad Street
during the 2024-25 Supplemental Budget review, Council appropriated an additional $400,000 in
one-time year-end funding from Fiscal Year 2022-23 to support additional staffing needs required
to initiate work on an ATP project for South Broad Street on top of existing transportation project
commitments. However, securing temporary staffing with the necessary skills to contribute to this
project effort has been challenging, and staff has been unsuccessful in hiring qualified candidates
for this need. These funds were anticipated to be unappropriated from the project account at the
end of the 2024-2025 fiscal year. Assuming additional temporary staffing resources have not yet
been secured before the end of the 2024-2025 fiscal year, the 2025-27 CIP includes a request
for Council approval to keep these funds in the South Broad Street project account to support
future project needs.
Currently, funding has been secured through a mix of local funds and a federal Safe Streets and
Roads for All (SS4A) grant to support preparation of a corridor concept plan and preliminary
designs for safety and multimodal improvements on South Broad Street, as well as
implementation of a quick-build “demonstration project”, which may include lower-cost safety
improvements that can be advanced in the short term (2-3 year horizon). The 2025-27 Financial
Plan includes additional funding programmed for Year 5 of the CIP of $3 million to support final
design and construction of priority improvements to be identified through the corridor concept plan
development. South Broad Street is identified as a Tier 1 (highest-priority) corridor in the City’s
ATP.
Railroad Safety Trail (Orcutt to Tiburon)
The Railroad Safety Trail (Orcutt to Tiburon) project involves closing the gap in the cross-town
Railroad Safety Trail (RRST) that currently exists in the Orcutt Area between Orcutt Road and
Tiburon Way. Completion of this shared-use path link will provide a continuous off-street
pedestrian/bicycle path connection between Tank Farm Road and the Amtrak Station, connecting
to existing low-stress bike routes linking north to Downtown and the Cal Poly Campus. This project
was previously anticipated to be constructed in conjunction with a planned development project
(Bullock Ranch); however, there have been several challenges related to right-of-way needs and
requests from Union Pacific Railroad (UPRR) to implement other off-site rail crossing
improvements on Orcutt Road in conjunction with this trail project, as well as delays with the
private development project, which has not yet broken ground. The 2025-27 Financial Plan
Attachment A: Strategic Budget Direction - Page #37 Page 945 of 987
includes a request in the amount of $700,00 in Year 8 to fund design, right-of-way acquisition and
environmental review, and $2.45 million in construction funding in Year 10. Completing the RRST
at this location is a Tier 1 (highest-priority) project recommendation in the ATP.
Laguna Lake Dredging and Surrounding Projects
In 2021, the City completed the first Pilot Dredging Project in Laguna Lake removing 2,000 cubic
yards of material from the bottom of Laguna Lake with a construction cost of approximately
$604,000. This project was intended to be a proof of concept to ensure the removal methodology
used was the most cost-efficient way to manage sediment build up in Laguna Lake. In both the
2021-23 Financial Plan and the 2023-25 Financial Plan a similar level of effort was budgeted for
Laguna Lake Dredging every other fiscal year. In 2023, the city undertook an unplanned and
significant project that cleared Prefumo Creek, removing approximately 8,357 cubic yards of
sediment that would have otherwise been deposited into Laguna Lake, at a cost of approximately
$1.2 million. This work was carried out in response to the flooding related to the significant storms
that impacted the City in early 2023. Comparing the quantities of silt removal work completed
and adjusting for construction cost increases between 2021 and 2023, dredging sediment from
Laguna Lake is 2.5 times more costly than excavation from Prefumo Creek area prior to entering
Laguna lake.
Given that significant and unplanned sediment removal work in Prefumo Creek in 2023 removed
approximately 4 times the amount of sediment of one dredging project, delaying the next dredging
project in Laguna Lake until Year 4 provides a similar level of benefit to Laguna Lake than was
planned with previous financial plans and allows the City to focus on other urgent storm-related
projects that have a more direct impact on mitigating flooding citywide. Every other year, after
Year 4 of the Financial Plan, the CIP includes funding for dredging work.
In addition to the Laguna Lake dredging and Prefumo Creek sediment removal projects, the City
has invested in other projects around Laguna Lake. Currently, construction is underway on the
Laguna Lake Dog Park with a $1.5 million construction contract, and the project is anticipated to
be completed by spring 2025. The project will enhance the existing 3-acre site by adding fencing
around the perimeter and creating two separate play areas to accommodate both small and large
dogs. Additional improvements include ADA upgrades and new pathways, ground surface
enhancements such as upgraded turf and mulch, additional landscaping and irrigation with new
trees, and play amenities for dogs developed in partnership with local community groups. The
project will also feature more seating areas to encourage social gathering among park visitors.
Additionally, the Capital Improvement Plan includes funding in the outyears for future
maintenance of the Laguna Lake parking lot, ensuring continued upkeep and accessibility for the
community.
Storm Response Projects
After the severe Winter Storms of 2023, City staff mobilized to initiate a series of post-storm
repairs. A series of Capital Projects were completed using emergency purchasing provisions and
delivered within the 2023 calendar year. Several projects were not completed before the end of
the emergency authorization and are now proceeding down typical purchasing and permitting
pathways. These projects may still be eligible for up to 93.75% reimbursement of project cost by
FEMA (as of the writing of this report, the City has expended approximately $13 million on storm
related costs), but staff are assuming all design and construction funds will be locally provided.
Damaged sites under design include the Golf Course Pedestrian Bridge, sidewalk repair near San
Attachment A: Strategic Budget Direction - Page #38 Page 946 of 987
Luis Obispo Creek in the Mission Plaza, Prefumo Grade Structure Replacement and San Luis
Obispo Creek bank repair at Elks Lodge.
Golf Course Projects
The City is investing in several projects at the golf course to support its operations and long-term
sustainability. One key project, mentioned above, is the replacement of a bridge that was
damaged during the 2023 storms, the Golf Course Pedestrian Bridge Replacement. The City
plans to repurpose an existing bridge from the corporation yard to restore access and increase
channel capacity of the creek. Currently, the damaged bridge affects golf course operations by
requiring vehicles and maintenance staff to take longer, less efficient routes, which impacts both
daily maintenance and user experience. The 2025-27 Financial Plan includes $600,000 in Year
2 to fund this need.
Another significant project is the replacement of the golf course irrigation system. While scheduled
in later years of the 10-year CIP, this upgrade represents a major investment in the facility’s
sustainability and efficiency. Additionally, the Golf Course ProShop, which sustained storm
damage in 2021, is currently in design. Design and construction costs for the project are covered
by insurance, except for the portion related to the new exterior drainage system, which was not
preexisting to the structure prior to flooding. The total estimated cost for design and construction
of the exterior drainage system is $250,000, which is proposed to be funded in Year 2 of the 2025-
27 Financial Plan. In addition, this project requires ongoing Capital Improvement Program (CIP)
Engineering staff support.
Prado Bridge Widening
The Prado Bridge Widening Project is expected to enter construction in Year 3 of the 10-Year CIP,
and is currently progressing through the design, permitting, and right-of-way acquisition phases.
The project aims to remove and replace the existing bridge over San Luis Obispo Creek and
widen the Prado/South Higuera intersection. Additionally, utilities in the area will be moved
underground to accommodate the new structure and improve the surrounding infrastructure.
The project is funded through a combination of Federal funds from the Highway Bridge Program
(HBP) and Congressional District Funding, which collectively account for approximately one-third
of the project’s total cost. The remaining construction funds, along with costs for design,
permitting, and right-of-way acquisition, will be covered by General Funds. It should be noted
that Federal funding futures are currently dynamic and could be subject to “clawbacks”. The City
is collaborating with state and federal partners to secure continued funding.
The current estimated project cost of approximately $30 million, including soft costs, was based
on 65% design plans completed in 2023. In late March, the City received 90% plans along with
an updated cost estimate, which reflects a significant cost increase, largely due to recent
increases in the price of steel and concrete, as well as updated quantities that were unknown at
the time of the 65% plans. Staff is in the process of reviewing the updated estimate and evaluating
potential funding and project delivery solutions. To help offset the increased project costs, staff is
coordinating with Caltrans to adjust HBP funds to address increased costs and increased cost-
sharing opportunities. As part of this effort, staff will be exploring options to phase or design and
construct the most urgent aspects of the project at this time while potentially scaling back in areas
that can be easily expanded upon in the future if necessary. Staff will continue refining the cost
Attachment A: Strategic Budget Direction - Page #39 Page 947 of 987
estimate and will work to address funding needs as part of the final draft of the 2025-27 CIP when
it returns to Council in June.
In order to avoid relying on debt financing, a goal of the 2025-27 Financial Plan is to fully utilize
available funds from the Infrastructure Investment Fund (IIF). Currently, there is a balance of $16.6
million in the IIF. Staff recommends preserving debt financing for future large projects such as
Prado Interchange and Public Safety facilities projects. IIF funds are scheduled to begin being
allocated towards the Prado Bridge Widening Project starting in Year 1 of the Financial Plan, with
the full balance expected to be depleted by Year 3.
Furthermore, the 2025-27 Financial Plan proposes to reallocate approximately $5 million from the
combined IIF and LRM general fund contributions originally allocated to the Prado Interchange
Project to the Prado Bridge Widening Project. At the February 18, 2025 City Council meeting,
Council appropriated $10 million in San Luis Ranch contributions for the design of the Prado
Interchange, which were previously earmarked for that project. These San Luis Ranch
contributions are restricted and can only be used for the Prado Interchange Project. Due to
sufficient San Luis Ranch contributions, there will be no need to request additional general funding
for the Prado Interchange until construction begins in Year 5. Because of this, the $5 million
currently allocated from the IIF and LRM general fund contributions to the Prado Interchange
Project can be redirected to the Prado Bridge Widening Project, where those funds are more
urgently needed to cover construction costs. This strategic reallocation ensures the Prado Bridge
Widening Project has the necessary resources to move forward without causing delays, while still
maintaining the overall financial integrity of the Prado Interchange Project.
Prado Interchange
The Prado Interchange project has recently advanced to the Plans, Specifications, and Estimates
(PS&E) phase, estimated to cost a total of $16 million, marking a critical step in the development
of one of the region’s most important infrastructure improvements. The project will enhance
regional connectivity and alleviate congestion by constructing a new interchange across Highway
101, elevating existing on- and off-ramps, and realigning Elks Lane, along with necessary utility
work. Given its significance for future development, careful financial planning is essential due to
the project's complexity and high cost.
In February 2025, City Council approved the PS&E phases and allocated $10 million in San Luis
Ranch earmarked contributions to fund this phase. During discussions, the estimated project cost
was presented at $132 million, along with the need for debt financing, projecting around $100
million in year five. Council expressed concerns about the impact of such a large debt and
indicated interest in exploring alternative funding sources, including partnerships and potential
grants, to reduce the financial burden on the City.
In response to these concerns and in pursuit of a fiscally responsible and regional approach, the
project’s funding structure has been revised to show $75 million in debt financing, with $25 million
anticipated through unrealized grants. This adjustment reflects efforts to secure external funding
and minimize the City’s debt exposure.
Debt financing for the Prado Interchange is projected as a 30-year bond at a 5% interest rate,
with annual debt service costs estimated at $4.6 million beginning in year five. As with other capital
projects, interest revenue will accrue during the initial years before full expenditures occur. For
this project, it is forecasted that $3 million will be returned from interest in year five of the CIP, and
$1.5 million in year six.
Attachment A: Strategic Budget Direction - Page #40 Page 948 of 987
The project’s financial details are being carefully accounted for in the Capital Improvement Plan
(CIP), ensuring effective debt management and allowing for proper tracking of the debt load over
time. The PS&E phase is expected to span approximately four years, with construction scheduled
to begin in late 2029. During this period, additional funding strategies will be developed to further
reduce the financial impact while ensuring the successful completion of this vital infrastructure
project. Staff will regularly check in with the City Council as the PS&E phase progresses.
Public Safety Center
During the 2023-25 Financial Plan, funding was programmed for design of the Public Safety
Center. However, priorities shifted when the City purchased the building at 1106 Walnut Street in
November 2022, located directly across from the existing Police Station at 1042 Walnut Street.
This decision was made to address the Police Department’s immediate space needs, utilizing the
available Public Safety funding for both the acquisition and the planned tenant improvements (TI),
which are expected to begin construction this fiscal year and be completed by the end of calendar
year 2025.
With this shift, evaluating the condition of the existing Police Station at 1042 Walnut is essential
to ensure it remains functional while the long-term plan for the Public Safety Center is developed.
A two-site analysis is planned to occur shortly after completion of the tenant improvement project
at 1106 Walnut to determine whether operations should be consolidated into a single facility or
continue across two locations. Once this analysis is complete, the next step will be to assess
whether 1042 Walnut should undergo a major TI to remain in use long-term or if a full demolition
and rebuild is necessary. Given the uncertainty surrounding the project's final scope and the City's
debt capacity, particularly with the Prado Bridge project in the near-term horizon as well, investing
in a TI at 1042 Walnut is recommended to maintain operations in the interim.
As part of the 2025-27 Financial Plan, funding is being allocated to continue the programming for
the Public Safety Center while also addressing immediate facility needs at 1042 Walnut. This
includes funding for initial paint and carpet replacement, which will be completed in Year 1 of the
Financial Plan to coincide with completion of the TI at 1106 Walnut, as well as funding for the
design and construction of a TI in Years 1 and 2, which will address immediate-term needs for
safety improvements in the lobby as well as restroom and locker room upgrades. The TI will also
replace the building’s aging HVAC and hydronic system, ensuring the facility remains operational
while broader public safety infrastructure planning continues.
Fire Station 5
Fire Station 5 remains a critical priority in addressing the growing emergency response needs on
the southern end of town where the City is experiencing population growth. As part of the 2025-
27 Financial Plan, funding is allocated in Year 1 for the programming and planning efforts to
ensure there is a well-informed approach to the eventual construction of a permanent station.
However, immediate funding for design or construction is not necessary at this time.
Avila Ranch, a new development on the south side of town, is addressing the immediate needs
generated by its growth by constructing an interim two-person fire station, expected to be
completed in Year 3 of the Financial Plan (FY 2027-28). The Fire Department has identified the
need for a three-person crew, and the City is budgeting to cover the additional cost in the amount
of $440,000 in Year 3. This interim facility will provide coverage for the area while the City
continues monitoring future development and its impact on emergency response needs.
Attachment A: Strategic Budget Direction - Page #41 Page 949 of 987
The 2016 San Luis Obispo Fire Department Master Plan requires a permanent fifth fire station
when the entire southern area of the City reaches 90 percent buildout. However, the definition of
this threshold remains somewhat ambiguous. As additional developments come online, staff will
continue evaluating response times and service demands to determine the appropriate timing and
location for a permanent Fire Station 5. In the meantime, the interim station will become
operational in Fiscal Year 2027-28 to ensure adequate coverage.
Debt Financing
As previously discussed, the City faces significant future financial needs for several large-scale
infrastructure projects, including the Prado Interchange, Fire Station 5, and the Public Safety
Center. While these projects are critical to meeting the City’s long-term goals, it is important to
acknowledge that the City currently does not have sufficient capital on hand to fund them entirely.
Given the scale of these projects, there will be a need to explore debt financing options to move
them forward. However, it is important to recognize that the City’s debt capacity is limited, and the
ability to finance multiple major projects simultaneously could place substantial pressure on the
City’s Capital Fund. The potential impact of these long-term debt obligations on the City’s budget,
particularly over a 30-year repayment period, requires careful consideration and planning.
Moreover, the impact on the community must also be a key consideration. The cost of financing
these projects and then paying the debt service over 30 years could have significant implications
for City services and will impact funding availability for future capital projects. Therefore, it is
critical to assess not only the financial feasibility of these projects but also their broader impact
on the City's financial stability and the quality of services provided to residents.
While the City is committed to advancing its infrastructure projects, it will need to strike a balance
between addressing these critical needs and maintaining fiscal responsibility. As part of this
process, further evaluation will be necessary to determine the best approach for financing these
projects while ensuring long-term financial health and minimizing the burden on the community.
City staff are committed to exploring alternative funding sources and partnerships as part of this
ongoing strategy to meet the City’s infrastructure needs without overextending debt obligations.
CIP Recommendation
Council feedback on the 2025-27 draft CIP will help refine the final plan and ensure that resources
are allocated effectively to meet long-term infrastructure needs.
Attachment A: Strategic Budget Direction - Page #42 Page 950 of 987
2025-27 Draft CIP
10-Year Fund Summary Table
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Fund Year 1 ($K) Year 2 ($K) Year 3 ($K) Year 4 ($K) Year 5 ($K) Year 6 ($K) Year 7 ($K) Year 8 ($K) Year 9 ($K) Year 10 ($K)
401 - Capital Outlay Fund 25,524$ 25,575$ 26,602$ 26,154$ 25,073$ 24,106$ 23,151$ 23,706$ 24,272$ 24,849$
405 - Infrastructure Invest CIP Fund 2,000$ 3,500$ 11,172$ -$ -$ -$ -$ -$ -$ -$
601 - Water Fund 8,027$ 4,974$ 11,687$ 5,916$ 15,255$ 21,549$ 12,624$ 10,021$ 8,970$ 10,623$
602 - Sewer Fund 7,834$ 6,932$ 4,198$ 4,621$ 5,421$ 6,636$ 3,901$ 6,240$ 2,988$ 7,196$
611 - Parking Fund 2,146$ 527$ 2,083$ 199$ 509$ 20$ 165$ 153$ 44$ 41$
621 - Transit Fund 3,156$ 6,699$ 3,168$ 108$ 592$ 98$ 106$ 92$ 106$ 105$
Debt -$ -$ -$ -$ 75,000$ -$ -$ -$ -$ -$
Grants 170$ 6,450$ 250$ 1,250$ 35,250$ 250$ 250$ 750$ 250$ 250$
San Luis Ranch Contributions -$ -$ 2,000$ 2,000$ 11,000$ -$ -$ -$ -$ -$
514 - San Luis Ranch Area Transportation 500$ 1,400$ -$ -$ -$ -$ -$ -$ -$ -$
516 - Citywide Fire Impact Fee 284$ -$ -$ -$ -$ -$ -$ -$ -$ -$
519 - Park Improvement Impact Fee Fund 1,855$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Grand Total 51,495$ 56,058$ 61,160$ 40,247$ 168,101$ 52,660$ 40,195$ 40,961$ 36,629$ 43,065$
2025-27 Financial Plan Outyears
Summary CIP 1 of 26
Attachment A: Strategic Budget Direction - Page #43 Page 951 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
401 - Capital Outlay Fund 25,524$ 25,575$ 26,602$ 26,154$ 25,073$ 24,106$ 23,151$ 23,706$ 24,272$ 24,849$
Capital Outlay 855$ 3,000$ -$ -$-$ -$ 475$ -$ 1,285$ 1,000$
Cultural Arts District Parking Structure 500$ -$ -$ -$-$ -$ -$-$ -$-$
Cultural Arts District Parking Garage Construction 500$ -$ -$ -$-$ -$ -$-$ -$-$
IIF Public Safety Contribution -$ -$ -$ -$-$ -$ 475$ -$ 1,000$ 1,000$
Major Facility Maintenance 119$ -$ -$ -$-$ -$ -$-$ -$-$
City County Community Room TI (paint, carpet, lighting fixtures)38$ -$ -$ -$-$ -$ -$-$ -$-$
Dispatch Center Flat Roof Coating 20$ -$ -$ -$-$ -$ -$-$ -$-$
Fire Station 1 Administration Building Roof (8)$ -$ -$ -$-$ -$ -$-$ -$-$
Swim Center Old Bath House Roof 70$ -$ -$ -$-$ -$ -$-$ -$-$
Park Major Maintenance & Repairs (124)$ -$ -$ -$-$ -$ -$-$ 285$ -$
Cheng Park Maintenance (124)$ -$ -$ -$-$ -$ -$-$ -$-$
Parks Play Surfacing -$ -$ -$ -$-$ -$ -$-$ 285$ -$
Police Building - 1042 Tenant Improvements 350$ 3,000$ -$ -$-$ -$ -$-$ -$-$
Police Building - 1042 TI 350$ 3,000$ -$ -$-$ -$ -$-$ -$-$
Traffic Maintenance and Replacement 9$ -$ -$ -$-$ -$ -$-$ -$-$
No Parking Sign Installations 9$ -$ -$ -$-$ -$ -$-$ -$-$
Local Revenue Measure 21,882$ 21,860$ 22,814$ 22,290$ 21,116$ 20,100$ 19,050$ 19,499$ 19,999$ 20,481$
919 Generator -$ -$ -$ -$-$ -$ -$150$ -$ -$
Active Transportation Plan Implementation -$ 100$ 100$ 300$ 100$ 250$ 450$ 100$ 300$ 100$
Active Transporation Plan Tier 1 Network Implementation -$ -$ -$ -$-$ 150$ 150$ -$ -$-$
Bicycle Facility Improvements -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Pavement Maintenance Projects Complete Street -$ -$ -$ 200$ -$ -$ 200$ -$ 200$ -$
ATP - Foothill Boulevard Complete Street Project -$ 200$ -$ 2,500$ -$ -$ -$-$ -$-$
ATP - Higuera Complete Street Project 2,500$ -$ -$ -$-$ -$ -$-$ -$-$
ATP - Railroad Safety Trail (Orcutt to Tiburon) -$ -$ -$ -$-$ -$ -$700$ -$ 1,450$
ATP-South Broad Street Corridor -$ -$ -$ -$3,000$ -$ -$-$ -$-$
Banner Arms, Bench Arms Rests, Signs 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$
Big Belly Replacements 170$ 85$ 265$ 90$ 90$ -$ -$-$ -$-$
Big Belly Trash and Recycling Cans in Parks -$ -$ 175$ -$ -$ -$ -$-$ -$-$
Compacting Big Belly in Small Parks 85$ -$ -$ -$-$ -$ -$-$ -$-$
Recycling-Solid Waste Big Belly in Downtown 85$ 85$ 90$ 90$ 90$ -$ -$-$ -$-$
Bob Jones Trail Solar Lighting (48)$ -$ -$ -$-$ -$ -$-$ -$-$
Bridge Maintenance 94$ -$ 50$ -$ 50$ -$ 50$ -$ 50$ -$
Building Electrificiation - Priority SST Projects -$ -$ 1,305$ 1,120$ -$ -$ -$-$ -$-$
Building Electrification - City Hall Heat Pump -$ -$ 100$ 750$ -$ -$ -$-$ -$-$
Building Electrification - Rooftop Units at Corp Yard -$ -$ 55$ 370$ -$ -$ -$-$ -$-$
Building Electrification - Swim Center Heat Pump -$ -$ 1,150$ -$ -$ -$ -$-$ -$-$
California & Taft Roundabout -$ 2,250$ -$ -$-$ -$ -$-$ -$-$
CIP Reserve 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 3,000$ 4,000$ 4,000$
City Hall Drought Tolerant Landscaping and Restroom 300$ -$ -$ -$-$ -$ -$-$ -$-$
Community Develoment Fleet -$ -$ -$ -$-$ -$ -$325$ -$ -$
Community Development 2 Sedan & 3 SUV's (17-07, 08, 12, 35, 36)-$ -$ -$ -$-$ -$ -$325$ -$ -$
Corp Yard Storage Stalls -$ 50$ -$ 500$ -$ -$ -$-$ -$-$
Corporation Yard Perimeter Fence Replacement -$ -$ -$ -$-$ -$ 20$ 180$ -$ -$
Development Agreement - City Share -$ -$ 800$ 1,000$ -$ 800$ -$ 1,000$ -$ -$
Righetti/Orcutt Area Park 6,500$ -$ 400$ -$ 2,000$ -$ 1,900$ -$ 9,500$ 6,110$
Righetti Park (Pocket Park)-$ -$ 400$ -$ -$ -$ -$-$ -$-$
Righetti Park - Phase 1 (Play Structure and Fields) 6,500$ -$ -$ -$-$ -$ -$-$ -$-$
Righetti Park - Phase 2 (Pickelball)-$ -$ -$ -$2,000$ -$ -$-$ -$-$
Righetti Park - Phase 3 (Pump Track)-$ -$ -$ -$-$ -$ 1,900$ -$ -$-$
Righetti Park - Phase 4 (Basketball and Parking)-$ -$ -$ -$-$ -$ -$-$ 9,500$ -$
Righetti Park - Phase 5 (Tennis Courts)-$ -$ -$ -$-$ -$ -$-$ -$6,110$
Righetti Park (Linear Park)-$ -$ -$ -$-$ -$ -$-$ -$-$
Downtown Renewal (73)$ -$ -$ -$-$ -$ -$-$ -$-$
Broad Street - West Side - Higuera to Marsh (73)$ -$ -$ -$-$ -$ -$-$ -$-$
Downtown Zig-Zig Lighting -$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$
Dredging and Shoreline Restoration -$ -$ -$ 500$ -$ 800$ -$ 800$ -$ 800$
Electric Vehicle Charging Stations 442$ 270$ 30$ 30$ 180$ 30$ 280$ 270$ 30$ 30$
1042 Walnut (Police Station) EV Charging Station 412$ -$ -$ -$-$ -$ 250$ -$ -$-$
Corporation Yard EV Charging Station -$ 240$ -$ -$-$ -$ -$240$ -$ -$
Fire Station 1 EV Charging Station -$ -$ -$ -$150$ -$ -$-$ -$-$
Various City Facilities EV Charging Stations 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$
Emily Street Extension -$ -$ -$ -$-$ -$ -$-$ -$200$
Fire Fleet 300$ 650$ 300$ 300$ 150$ -$ 100$ -$ -$-$
Fire 1/2 ton Truck (2)-$ -$ -$ -$-$ -$ 100$ -$ -$-$
Patrol - Type VI Fire Engine -$ 350$ -$ -$-$ -$ -$-$ -$-$
Station 5 Fire Apparatus 300$ 300$ 300$ 300$ 150$ -$ -$-$ -$-$
Fire Station 1 Wash Area 40$ 150$ -$ -$-$ -$ -$-$ -$-$
Fire Station 3&4 Remodel 1,017$ -$ -$ -$-$ -$ -$-$ -$-$
Fire Station 5 -$ -$ -$ -$-$ -$ -$300$ -$ -$
Fire Station 5 Interim -$ -$ 440$ -$ -$ -$ -$-$ -$-$
Golf Course Pro Shop - Flood Damage Repair -$ 250$ -$ -$-$ -$ -$-$ -$-$
IIF Public Safety Contribution -$ -$ -$ -$-$ -$ 525$ 1,000$ -$ -$
IT Replacement 35$ 120$ 14$ 223$ 14$ 14$ 14$ 14$ 14$ 14$
New PD LPR Cameras At Traffic Signals 35$ 14$ 14$ 14$ 14$ 14$ 14$ 14$ 14$ 14$
PD Data Storage -$ 106$ -$ -$-$ -$ -$-$ -$-$
VMware Infrastructure Upgrade -$ -$ -$ 209$ -$ -$ -$-$ -$-$
Laguna Lake Golf Course Irrigation Improvements -$ -$ -$ -$-$ 300$ 1,700$ -$ -$-$
Laguna Lake Golf Course Maintenance -$ 10$ -$ 10$ -$ 10$ -$ 10$ -$ 10$
Ludwick Roof, Solar, Siding, and HVAC -$ -$ 2,500$ -$ -$ -$ -$-$ -$-$
Outyears
CIP by Fund 2 of 26
Attachment A: Strategic Budget Direction - Page #44 Page 952 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
Major Facility Maintenance (96)$ 400$ 715$ 2,065$ 415$ 715$ 1,015$ 65$ 15$ 65$
Fire Station 1 Tile Roof Moisture Barrier & Termite Tenting -$ -$ -$ 120$ -$ -$ -$-$ -$-$
ADA Transition Plan Implementation -$ -$ 15$ -$ 15$ -$ 15$ -$ 15$ -$
Circulation Pump Rebuild (4)$ -$ -$ -$-$ -$ -$-$ -$-$
City Facilities Fence Maintenance (ROW, Parks, Facilities)-$ -$ 70$ -$ -$ -$ -$-$ -$-$
City Hall Fire Alarm Fire Alarm Control Panel -$ 115$ -$ -$-$ -$ -$-$ -$-$
City/County Library front steps -$ -$ -$ 15$ 250$ -$ -$-$ -$-$
Citywide Fire Alarm Communication Upgrade (Cell connection)-$ -$ -$ 50$ -$ -$ -$-$ -$-$
Corp Yard Roof Coating -$ -$ -$ 50$ -$ 500$ -$ -$ -$-$
Dispatch HVAC Replacement -$ -$ 150$ -$ -$ -$ -$-$ -$-$
Existing SLO Repertory Theater Tenant Improvements -$ -$ -$ 100$ -$ 150$ 1,000$ -$ -$-$
Facility Roll Up Door Replacements - Various Locations -$ 20$ -$ 20$ -$ 20$ -$ 20$ -$ 20$
Fire Station 1 Administration Building Roof (30)$ -$ -$ -$-$ -$ -$-$ -$-$
Hydration Stations -$ -$ -$ 25$ -$ 25$ -$ 25$ -$ 25$
IT Room Heat Pump Replacements -$ 20$ -$ 20$ -$ 20$ -$ 20$ -$ 20$
Parks and Recreation Roofing, Siding, and Exterior Painting -$ 170$ -$ -$-$ -$ -$-$ -$-$
Police Emergency Communications Workstation/Carpet -$ 50$ 350$ -$ -$ -$ -$-$ -$-$
Railroad Museum Roof -$ -$ 30$ -$ 150$ -$ -$-$ -$-$
Railroad Safety Trail Fencing Replacement (112)$ -$ -$ -$-$ -$ -$-$ -$-$
Senior Center Roof -$ -$ -$ 85$ -$ -$ -$-$ -$-$
Swim Center Deck Replacement -$ -$ 100$ 1,500$ -$ -$ -$-$ -$-$
Swim Center Exterior Paint -$ -$ -$ 80$ -$ -$ -$-$ -$-$
Swim Center Multipurpose Room flooring -$ 25$ -$ -$-$ -$ -$-$ -$-$
Swim Center Olympic Pool Thermal Blankets 50$ -$ -$ -$-$ -$ -$-$ -$-$
Major Facility Replacements 75$ -$ 50$ 100$ -$ -$ -$2,000$ -$ 100$
1106 Walnut HVAC Controls 75$ -$ -$ -$-$ -$ -$-$ -$-$
Corporation Yard TI -$ -$ 50$ 100$ -$ -$ -$2,000$ -$ -$
Swim Center Expansion -$ -$ -$ -$-$ -$ -$-$ -$100$
Multi Generational Community Center -$ -$ -$ -$-$ -$ -$-$ -$100$
Neighborhood Traffic Improvements -$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$
Open Space Acquisition 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Open Space Maintenance 125$ 125$ 170$ 170$ 170$ 170$ 170$ 170$ 170$ 170$
General Open Space Maintenance 75$ 75$ 120$ 120$ 120$ 120$ 120$ 120$ 120$ 120$
Open Space Fencing 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$
OpenSLO Downtown (60)$ -$ -$ -$-$ -$ -$-$ -$-$
Park Major Maintenance & Repairs 126$ 625$ 725$ 480$ 585$ 1,510$ 405$ 660$ 80$ 385$
ADA Transition Plan Implementation -$ -$ 25$ -$ 25$ -$ 25$ 25$ -$ -$
Concrete Bench & Table Replacement Various Locations 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$
Devaul Basketball Court Replacement -$ -$ -$ -$-$ -$ 15$ 250$ -$ -$
Irrigation Mainline Leak Repair 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$
Islay Park Flatwork Replacement -$ 40$ -$ -$-$ -$ -$-$ -$-$
Johnson Park Sidewalk & Tree Replacement -$ -$ -$ -$175$ -$ -$-$ -$-$
Laguna Lake Park Docks and Ramp -$ -$ 100$ -$ -$ -$ -$-$ -$-$
Landscape Controller System Upgrade to Calsense -$ 150$ -$ -$-$ -$ -$-$ -$-$
Madonna Road Landscaping and Irrigation Replacement (26)$ -$ -$ -$-$ -$ -$-$ -$-$
Meadow Park Exercise/Par Course Equipment Replacement (40)$ -$ -$ -$-$ -$ -$-$ -$-$
Mission Plaza Railing Upgrade -$ 35$ -$ 35$ -$ 35$ -$ 35$ -$ 35$
Parks Play Surfacing 285$ 285$ 285$ 280$ 285$ 285$ 285$ 285$ -$ 285$
Sinsheimer Park Outfield Wall Replacement -$ -$ -$ -$20$ 125$ -$ -$ -$-$
Sinsheimer Park Playground Soft Surface Replacement -$ 50$ 250$ -$ -$ -$ -$-$ -$-$
Sinsheimer Park Stadium Bleachers -$ -$ -$ 100$ -$ 1,000$ -$ -$ -$-$
Sinsheimer Stadium Irrigation and Drainage Replacement (158)$ -$ -$ -$-$ -$ -$-$ -$-$
Water Stations & Supply Lines -$ -$ -$ -$15$ -$ 15$ -$ 15$ -$
Parking Lot Maintenance 178$ -$ 1,010$ 500$ 40$ 475$ 1,700$ 400$ -$ -$
Laguna Lake Golf Course Paving Lot Paving -$ -$ -$ -$-$ -$ 50$ 400$ -$ -$
Laguna Lake Parking Lot Paving -$ -$ -$ -$-$ 75$ 1,250$ -$ -$-$
Ludwick Community Center Parking Lot Paving -$ -$ 30$ 500$ -$ -$ -$-$ -$-$
Meadow Park Parking Lot Paving 178$ -$ -$ -$-$ -$ -$-$ -$-$
Santa Rosa Park Parking Lot Paving -$ -$ 980$ -$ -$ -$ -$-$ -$-$
Sinsheimer Park Parking Lot Paving -$ -$ -$ -$40$ 350$ -$ -$ -$-$
Throop Park Parking Lot Paving -$ -$ -$ -$-$ 50$ 400$ -$ -$-$
Parks and Rec Fleet -$ 69$ -$ -$-$ -$ -$-$ -$-$
Golf Course Truck (0819) EV -$ 69$ -$ -$-$ -$ -$-$ -$-$
Pedestrian and Bicycle Pathway Maintenance -$ -$ 100$ 100$ 165$ 200$ 100$ 200$ -$ 100$
Andrews and Johnson Bike Path Maintenance -$ -$ -$ -$65$ 200$ -$ -$ -$-$
Pedestrian and Bicycle Pathway Maintenance -$ -$ 100$ 100$ 100$ -$ 100$ 200$ -$ 100$
Pismo Street Retaining Wall - Storm Response 100$ 1,900$ -$ -$-$ -$ -$-$ -$-$
Playground Equipment Replacement 550$ -$ 540$ 100$ -$ 850$ 100$ -$ -$100$
Anholm Playground Equipment Replacement -$ -$ -$ -$-$ -$ 100$ -$ -$-$
DeVaul Ranch Playground Replacement 550$ -$ -$ -$-$ -$ -$-$ -$-$
French Park Playground Equipment Replacement -$ -$ -$ -$-$ -$ -$-$ -$100$
Laguna Hills Playground Replacement -$ -$ -$ 100$ -$ 850$ -$ -$ -$-$
Vista Lago Playground Replacement -$ -$ 540$ -$ -$ -$ -$-$ -$-$
Police Building - 1042 Tenant Improvements -$ 1,300$ -$ -$-$ -$ -$-$ -$-$
Police Building - 1042 TI (HVAC Package Unit Replacement)-$ 300$ -$ -$-$ -$ -$-$ -$-$
Police Building - 1042 TI (Hydronic System)-$ 1,000$ -$ -$-$ -$ -$-$ -$-$
Police Fleet -$ 250$ 90$ 550$ -$ 265$ -$ -$ -$-$
Police Patrol Electric SUV (1 -2 Vehicles Per Year) EV -$ 115$ 90$ -$ -$ 265$ -$ -$ -$-$
Investigations Mini Van (1614) Hybrid -$ 70$ -$ -$-$ -$ -$-$ -$-$
Investigations SUV (1535)-$ 65$ -$ -$-$ -$ -$-$ -$-$
Public Safety Mobile Command Vehicle/City EOC -$ -$ -$ 550$ -$ -$ -$-$ -$-$
Police Range Facility Improvements and Rehabilitation -$ -$ -$ -$250$ 750$ -$ -$ -$-$
Prado Road Bridge & Road Widening 2,268$ -$ 3,000$ -$ -$ -$ -$-$ -$-$
Prado Road Interchange (2,268)$ -$ -$ -$-$ -$ -$-$ -$-$
Public Art Installations 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Public Art Maintenance 110$ 210$ 210$ 210$ 210$ 210$ 210$ 210$ 210$ 210$
Public Art Coordination 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$
Public Art Procurement -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Public Safety Center -$ 200$ -$ -$300$ 1,000$ -$ -$ -$-$
Public Safety Center Entitlements/Design -$ -$ -$ -$300$ 1,000$ -$ -$ -$-$
Public Safety Center Programming -$ 200$ -$ -$-$ -$ -$-$ -$-$
Railroad Safety Trail Taft to Pepper (27)$ -$ -$ -$-$ -$ -$-$ -$-$
Ramona Crossing Improvements 20$ 200$ -$ -$-$ -$ -$-$ -$-$
Roadway Barricade Enhancements 150$ -$ -$ -$-$ -$ -$-$ -$-$
CIP by Fund 3 of 26
Attachment A: Strategic Budget Direction - Page #45 Page 953 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
Senior Center Paint and Window -$ 35$ 125$ -$ -$ -$ -$-$ -$-$
Sidewalk Replacement and Cleaning 140$ 250$ 250$ 250$ 250$ 250$ 150$ 150$ 150$ 150$
South Street Median Landscaping (1)$ -$ -$ -$-$ -$ -$-$ -$-$
Storm Drain System Replacement -$ 750$ 250$ 525$ 75$ 750$ -$ 1,000$ -$ 1,000$
Drainage Infrastructure Replacement -$ 750$ -$ 450$ -$ 750$ -$ 1,000$ -$ 1,000$
Storm Drain Long-Range Plan -$ -$ 100$ -$ -$ -$ -$-$ -$-$
Trash Capture -$ -$ 150$ 75$ 75$ -$ -$-$ -$-$
Storm Response and Recovery 100$ 2,169$ -$ 1,972$ 3,700$ 1,856$ -$ -$ -$-$
Laguna Lake Golf Course Bridge Replacement -$ 600$ -$ -$-$ -$ -$-$ -$-$
Mission Plaza Creek Sidewalk Repair -$ -$ -$ 870$ -$ -$ -$-$ -$-$
Mitigation Planting 100$ 1,569$ -$ -$-$ -$ -$-$ -$-$
Prefumo Creek Grade Structure -$ -$ -$ 902$ -$ -$ -$-$ -$-$
SLO Creek Repairs at Elks Lodge -$ -$ -$ 200$ 3,700$ 1,856$ -$ -$ -$-$
Street Lights -$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$
Street Reconstruction & Resurfacing 3,960$ 3,000$ 3,480$ 3,000$ 3,222$ 3,000$ 4,546$ 4,344$ 4,065$ 3,772$
Streets Fleet 65$ 698$ 280$ 280$ 735$ 280$ -$ 836$ -$ -$
Engineering Compact Pickup (0905) EV -$ 65$ -$ -$-$ -$ -$-$ -$-$
Facilities Maintenance 3/4 ton Pickup with Utility Bed (0829) EV -$ 75$ -$ -$-$ -$ -$-$ -$-$
Parks Maint Refuse Truck F450 (1015)-$ 80$ 80$ 80$ 80$ 80$ -$ -$ -$-$
Parks Maint Turf Tender (0609)-$ 22$ -$ -$-$ -$ -$-$ -$-$
Parks Maintenance 3/4 ton Pickup (0832)(0903) EV 65$ 69$ -$ -$-$ -$ -$-$ -$-$
Parks Maintenance 3/4 ton Pickup (1514, 1526, 1527, 1528, 1529, 1530, 1819)-$ -$ -$ -$455$ -$ -$86$ -$ -$
Parks Maintenance Compact Pickup (0848) Hybrid/EV -$ 39$ -$ -$-$ -$ -$-$ -$-$
Streets Maint Compact Pickup (0223) (GPR Truck) EV -$ 80$ -$ -$-$ -$ -$-$ -$-$
Streets Maintenance Paving Broom Sweeper (1824)-$ -$ -$ -$-$ -$ -$750$ -$ -$
Streets- Sweeper (1703) EV -$ 200$ 200$ 200$ 200$ 200$ -$ -$ -$-$
Urban Forest Pickup (0852) EV -$ 69$ -$ -$-$ -$ -$-$ -$-$
Traffic Maintenance and Replacement 351$ 430$ 500$ 300$ 500$ 500$ 500$ 500$ 500$ 500$
No Parking Sign Installations 91$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Traffic Signal Asset Maintenance and Replacements (ADA)100$ 200$ 200$ 100$ 200$ 200$ 200$ 200$ 200$ 200$
Traffic Signs & Striping Maintenance 160$ 130$ 200$ 100$ 200$ 200$ 200$ 200$ 200$ 200$
Transportation Impact Fee Program Update 50$ -$ -$ -$-$ -$ -$-$ -$-$
Transportation Monitoring & Modeling Update 15$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$
Urban Forest Maintenance 400$ 400$ 450$ 450$ 450$ 450$ 450$ 450$ 450$ 450$
Vision Zero Program Implementation -$ 250$ 200$ 200$ -$ 200$ 200$ 200$ -$ 200$
Major Facility Replacement Fund 45$ -$ -$ -$-$ -$ -$-$ -$-$
Fire Station 5 150$ -$ -$ -$-$ -$ -$-$ -$-$
Major Facility Maintenance (249)$ -$ -$ -$-$ -$ -$-$ -$-$
Corp Yard (TI Design Moved to Outyears)(249)$ -$ -$ -$-$ -$ -$-$ -$-$
Multisite Energy Management (72)$ -$ -$ -$-$ -$ -$-$ -$-$
Police Building - 1042 Tenant Improvements 250$ -$ -$ -$-$ -$ -$-$ -$-$
Police Building - 1042 Paint and Carpet Replacement 250$ -$ -$ -$-$ -$ -$-$ -$-$
Swim Center Bath House Ceiling (1)$ -$ -$ -$-$ -$ -$-$ -$-$
Therapy Pool Shade Structure Material Repacement (33)$ -$ -$ -$-$ -$ -$-$ -$-$
IT Replacement Fund 1,639$ 502$ 2,029$ 2,197$ 1,103$ 1,596$ 649$ 1,359$ 2,072$ 1,665$
IT Replacement 1,639$ 502$ 2,029$ 2,197$ 1,103$ 1,596$ 649$ 1,359$ 2,072$ 1,665$
911 Phone System -$ -$ -$ -$300$ -$ -$-$ -$-$
Access Control (Automatic Gate Card System)-$ -$ 150$ -$ -$ -$ -$174$ -$ -$
Asset Works Upgrades -$ -$ 143$ -$ -$ -$ -$-$ -$-$
Audio Recording System Replacement -$ 174$ -$ -$-$ -$ 200$ -$ -$-$
Body Worn Cameras and In-Car Video Replacement -$ -$ -$ -$250$ -$ -$-$ 281$ -$
CAD/RMS Replacement -$ -$ 900$ -$ -$ -$ -$-$ -$-$
Chamber AV Replacement (Broadcast System)-$ -$ -$ 250$ -$ -$ -$-$ -$-$
City SAN -$ 200$ -$ -$-$ 226$ -$ -$ -$254$
Citywide Radio Simulcast Backend Upgrade (Tait)-$ -$ -$ 850$ -$ -$ -$-$ -$-$
ECC Computers -$ -$ -$ 169$ -$ -$ -$190$ -$ -$
ECC Audio Visual System -$ -$ -$ -$-$ -$ -$-$ 457$ -$
ECC Equipment Replacement -$ -$ 39$ 39$ -$ -$ 44$ 44$ -$ -$
ECC Radio Consoles -$ -$ -$ -$-$ -$ -$-$ 202$ -$
ECC UPS 161$ -$ -$ -$-$ -$ -$198$ -$ -$
Escribe replacement -$ -$ 40$ -$ -$ -$ -$-$ -$-$
Facility Security Citywide Camera Storage -$ -$ -$ 34$ -$ -$ -$-$ 39$ -$
Fire Station Alerting System 340$ -$ -$ -$-$ 375$ -$ -$ -$-$
Firewall Replacement -$ -$ -$ -$239$ -$ -$-$ -$277$
Network Security Upgrade -$ -$ 113$ -$ -$ 123$ -$ -$ 134$ -$
Network Switching Infrastructure Equipment -$ -$ -$ 525$ -$ -$ -$-$ 609$ -$
Parks & Rec ActiveNet Software Replacement -$ -$ 50$ -$ -$ -$ -$-$ -$-$
PD Data Storage -$ 57$ -$ -$-$ 184$ -$ -$ -$207$
PD/City backup storage, secondary storage -$ -$ -$ 78$ -$ -$ -$-$ 91$ -$
Police CAD Hardware (Servers and Storage)-$ -$ 406$ -$ -$ -$ -$470$ -$ -$
Public Safety MDC 443$ -$ -$ -$-$ 515$ -$ -$ -$-$
Public Safety POD Cameras 63$ 61$ 51$ -$ 71$ 70$ 55$ -$ 80$ 77$
Radio Handhelds & Mobiles 145$ -$ -$ 144$ -$ -$ -$178$ -$ -$
Radios, Mobiles and stations not replaced - EF & PW Only -$ -$ -$ -$-$ -$ 68$ -$ -$-$
Security Video System Replacement (Camera&Software)-$ -$ -$ 64$ -$ -$ -$-$ 75$ -$
Storage Refresh/Expansion (PD)-$ -$ -$ -$140$ -$ -$-$ -$162$
Uninterruptible Power Supplies (UPS’s Servers and Storage)-$ -$ 46$ -$ -$ 50$ -$ -$ 55$ -$
Virtual Private Network Replace -$ -$ -$ -$93$ -$ -$-$ -$108$
VMware Infrastructure Upgrade 191$ -$ -$ -$-$ -$ 228$ -$ -$249$
VoIP Telephone System 246$ -$ -$ -$-$ -$ -$-$ -$321$
Wireless System Citywide -$ -$ 82$ -$ -$ -$ -$95$ -$ -$
Facility Security Cameras2 37$ -$ -$ 34$ -$ 43$ 44$ -$ 39$ -$
PublicInput Software 13$ 10$ 10$ 10$ 10$ 10$ 10$ 10$ 10$ 10$
Fleet Replacement Fund 1,103$ 212$ 1,759$ 1,668$ 2,854$ 2,411$ 2,977$ 2,848$ 916$ 1,703$
Admin Fleet -$ -$ -$ -$50$ 252$ 100$ 159$ -$ -$
City Hall and 919 Pool Cars (1541, 1710, 1711, 1720, 1721) EV -$ -$ -$ -$50$ 100$ 100$ -$ -$-$
Information Tech SUV (1826) EV -$ -$ -$ -$-$ -$ -$80$ -$ -$
Information Tech Van (1634) EV -$ -$ -$ -$-$ 73$ -$ -$ -$-$
Information Tech Van (1815) EV -$ -$ -$ -$-$ -$ -$80$ -$ -$
Natural Resources Pickup Truck 4x4 (1520) EV -$ -$ -$ -$-$ 79$ -$ -$ -$-$
Fire Fleet -$ 25$ 150$ 600$ 1,140$ 800$ 750$ 850$ 350$ 480$
1/2 Ton SUV - Battallion Chief Vehicle (1706)-$ -$ 100$ -$ -$ -$ -$-$ -$-$
1/2 Ton SUV - General Utility Vehicle (1406)-$ -$ 50$ -$ -$ -$ -$-$ -$-$
Cart Utility w/ Dump Bed (1802)-$ 25$ -$ -$-$ -$ -$-$ -$-$
CIP by Fund 4 of 26
Attachment A: Strategic Budget Direction - Page #46 Page 954 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
Connect Van XL (2201)-$ -$ -$ -$-$ -$ -$50$ -$ -$
Engine 3 (2004)-$ -$ -$ -$-$ -$ -$-$ 350$ 350$
Fire Truck 1 - Tiller Ladder Truck (Replacement) (1017) -$ -$ -$ 300$ 300$ 300$ 300$ 300$ -$ -$
Fire Truck 2 - Quint (Replacement) (1814)-$ -$ -$ 300$ 300$ 300$ 300$ 300$ -$ -$
Forklift (1626)-$ -$ -$ -$-$ -$ -$-$ -$30$
Medic Rescue (Ambulance) (1822)-$ -$ -$ -$300$ -$ -$-$ -$-$
Pickup 1/2 ton (0801) -$ -$ -$ -$-$ 100$ -$ -$ -$-$
Pickup Truck 1/2 (0702)-$ -$ -$ -$-$ -$ -$-$ -$100$
Pickup Truck 1/2 (1719)-$ -$ -$ -$-$ -$ 50$ -$ -$-$
Pickup Truck 3/4 (1821)-$ -$ -$ -$-$ 100$ -$ -$ -$-$
Pickup Truck 3/4 (2221)-$ -$ -$ -$-$ -$ -$100$ -$ -$
Small SUVs (2) (1604,1605)-$ -$ -$ -$120$ -$ -$-$ -$-$
SUV 1/2 Ton 4x4 (2202)-$ -$ -$ -$-$ -$ -$100$ -$ -$
SUV 1/2 Ton 4x4 (2208)-$ -$ -$ -$-$ -$ 100$ -$ -$-$
SUVs (2) (Light Fleet) (1503, 1502)-$ -$ -$ -$120$ -$ -$-$ -$-$
Parks and Rec Fleet 95$ -$ 90$ -$ -$ -$ 603$ 180$ -$ -$
Golf Course Cart, Spray Applicator (1911) -$ -$ -$ -$-$ -$ -$30$ -$ -$
Golf Course Diesel UTV w/ Dump Bed (1733) -$ -$ -$ -$-$ -$ -$30$ -$ -$
Golf Course Mower (1518)-$ -$ 90$ -$ -$ -$ -$-$ -$-$
Golf Course Utility Cart (1910) -$ -$ -$ -$-$ -$ -$40$ -$ -$
Parks and Rec Admin Compact Pickup (1014)35$ -$ -$ -$-$ -$ -$-$ -$-$
Parks and Rec Rangers Dump Trailer (1641)-$ -$ -$ -$-$ -$ 20$ -$ -$-$
Parks and Rec Rangers F-350 (1606, 1615, 1616, 1623)-$ -$ -$ -$-$ -$ 358$ -$ -$-$
Parks and Rec Rangers Mini Ex. (1732)-$ -$ -$ -$-$ -$ 80$ -$ -$-$
Parks and Rec Rangers Tractor (1734)-$ -$ -$ -$-$ -$ 100$ -$ -$-$
Parks and Rec Rangers Trail Dozer (1825)-$ -$ -$ -$-$ -$ -$80$ -$ -$
Parks and Rec Rangers Trailers (0715, 0716, 0717)-$ -$ -$ -$-$ -$ 45$ -$ -$-$
Parks and Rec Van 60$ -$ -$ -$-$ -$ -$-$ -$-$
Police Fleet 705$ 187$ 833$ 553$ 588$ 200$ 272$ 479$ 286$ 293$
Admin sedan (1531) EV -$ -$ 70$ -$ -$ -$ -$-$ -$-$
Admin sedan (1534)70$ -$ -$ -$-$ -$ -$-$ -$-$
Police Investigations Enclosed Trailer (0115)-$ -$ -$ 25$ -$ -$ -$-$ -$-$
Police Investigations Sedan (1016)65$ -$ -$ -$-$ -$ -$-$ -$-$
Police Patrol Electric SUV (1-2 Vehicles Per Year) EV -$ -$ 154$ 251$ 258$ -$ 272$ 279$ 286$ 293$
Police Transport Van (0222)-$ -$ -$ -$120$ -$ -$-$ -$-$
3.7L AWD Police Sedan (1638)-$ -$ -$ 75$ -$ -$ -$-$ -$-$
Captain SUV (1715)-$ -$ 70$ -$ -$ -$ -$-$ -$-$
Communications Lieutenant Vehicle (NEW)65$ -$ -$ -$-$ -$ -$-$ -$-$
Investigation Sedan (1532)-$ -$ 70$ -$ -$ -$ -$-$ -$-$
Investigations Sedan (1533)70$ -$ -$ -$-$ -$ -$-$ -$-$
Investigations Sedan (1628)-$ -$ 70$ -$ -$ -$ -$-$ -$-$
Investigations Sedan (1635)-$ -$ 70$ -$ -$ -$ -$-$ -$-$
Investigations SUV (1601)-$ -$ 70$ -$ -$ -$ -$-$ -$-$
Motorcycle (1817)-$ -$ -$ 45$ -$ -$ -$-$ -$-$
Patrol SUV (2 to 4 Vehicles)370$ 187$ 194$ -$ -$ 200$ -$ 200$ -$ -$
PD Motors Unit #M1 (2205)-$ -$ -$ -$45$ -$ -$-$ -$-$
PD Motors Unit #M1 (2206)-$ -$ -$ -$45$ -$ -$-$ -$-$
PD Motors Unit #M1 (2207)-$ -$ -$ -$45$ -$ -$-$ -$-$
Police FST Truck (1633)-$ -$ -$ 75$ -$ -$ -$-$ -$-$
Police Motorcycles (1602, 1603)65$ -$ 65$ -$ -$ -$ -$-$ -$-$
SWAT Trailer Enclosed, 2 Axle, Complex (0845)-$ -$ -$ -$75$ -$ -$-$ -$-$
Truck to tow the Mobile Command Trailer -$ -$ -$ 82$ -$ -$ -$-$ -$-$
Stormwater Fleet -$ -$ 42$ -$ -$ -$ -$-$ -$-$
Stormwater Compact Pickup (0850) EV -$ -$ 42$ -$ -$ -$ -$-$ -$-$
Streets Fleet 303$ -$ 644$ 515$ 1,076$ 1,159$ 1,252$ 1,180$ 280$ 930$
Engineering Compact Pickup (0904) EV 65$ -$ -$ -$-$ -$ -$-$ -$-$
Engineering Pickup (1521, 1632, 1718, 2220, 2305) EV -$ -$ -$ -$76$ 79$ 83$ -$ -$-$
Facilities Maintenance 3/4 ton Pickup with Utility Bed (1624,1625)-$ -$ -$ -$165$ -$ -$-$ -$-$
Fleet Maintenance Forklifts (1640 & 1820)-$ -$ -$ -$-$ 90$ -$ 100$ -$ -$
Fleet Maintenance Service Truck (0312)-$ -$ 80$ -$ -$ -$ -$-$ -$-$
Golf Course Mower (1725) -$ -$ -$ -$-$ -$ 90$ -$ -$-$
Golf Course Mower-Reel (1907) -$ -$ -$ -$-$ -$ -$90$ -$ -$
Parks Maint Mower (1611)-$ -$ 90$ -$ -$ -$ -$-$ -$-$
Parks Maintenance - Mower (1504)-$ -$ 90$ -$ -$ -$ -$-$ -$-$
Parks Maintenance Aerator (1904)-$ -$ -$ -$-$ -$ -$20$ -$ -$
Parks Maintenance Compact Pickup (0849)38$ -$ -$ -$-$ -$ -$-$ -$-$
Parks Maintenance Field Prep Machine (0505, 0701, 1408)-$ -$ -$ 55$ -$ -$ 30$ -$ -$-$
Parks Maintenance Tech Van -$ -$ 75$ -$ -$ -$ -$-$ -$-$
Parks Maintenance Tractor (1807)-$ -$ -$ -$-$ -$ -$120$ -$ -$
Parks Maintenance Turf Sweeper (1513)-$ -$ -$ -$-$ -$ 30$ -$ -$-$
Parks Maintenance Utility Cart w/ Dump (1803)-$ -$ -$ -$-$ 30$ -$ -$ -$-$
Parks MCC Compact Pickup (1013)-$ -$ 69$ -$ -$ -$ -$-$ -$-$
Streets Maint HD Roll-Off Truck (0830) Financed -$ -$ 100$ 100$ 100$ 100$ 100$ -$ -$-$
Streets Maint Paver (1001)-$ -$ -$ 80$ 80$ 80$ 80$ 80$ -$ -$
Streets Maintenance 1/2 Ton Pickup Truck (1525)-$ -$ -$ -$76$ -$ -$-$ -$-$
Streets Maintenance 3/4 ton Pickup (0820) EV -$ -$ 72$ -$ -$ -$ -$-$ -$-$
Streets Maintenance Asphalt Zipper (1802)-$ -$ -$ -$-$ 300$ -$ -$ -$-$
Streets Maintenance Backhoe (0413)200$ -$ -$ -$-$ -$ -$-$ -$-$
Streets Maintenance Backhoe (1714)-$ -$ -$ -$300$ -$ -$-$ -$-$
Streets Maintenance Compact Pickup - Replace w/ Van (0853)-$ -$ 69$ -$ -$ -$ -$-$ -$-$
Streets Maintenance Crack Seal Machine (1805)-$ -$ -$ -$-$ 60$ -$ -$ -$-$
Streets Maintenance F-550 Concrete (1519)-$ -$ -$ -$-$ 125$ -$ -$ -$-$
Streets Maintenance F-550 Paint & Sign (1622)-$ -$ -$ -$-$ -$ 125$ -$ -$-$
Streets Maintenance F-550 Traffic Control Truck(1905)-$ -$ -$ -$-$ -$ -$150$ -$ -$
Streets Maintenance F-750 Dump Truck (1405)-$ -$ -$ -$-$ 80$ 80$ 80$ 80$ 80$
Streets Maintenance Loader (0329)-$ -$ -$ 80$ 80$ 80$ 80$ 80$ -$ -$
Streets Maintenance Message Board (1906)-$ -$ -$ -$-$ -$ -$35$ -$ -$
Streets Maintenance Pickup (1722)-$ -$ -$ -$-$ -$ 90$ -$ -$-$
Streets Maintenance Pickup (1723)-$ -$ -$ -$-$ -$ 90$ -$ -$-$
Streets Maintenance Pressure Washer (2102)-$ -$ -$ -$-$ 35$ -$ -$ -$-$
Streets Maintenance Roller (1002)-$ -$ -$ 100$ -$ -$ -$-$ -$-$
Streets Maintenance Skip & Drag (1823)-$ -$ -$ -$-$ -$ 175$ -$ -$-$
Streets Maintenance Trailer (1902)-$ -$ -$ -$-$ -$ -$25$ -$ -$
Streets Maintenance Trailer - Tack Distribution (1301)-$ -$ -$ 35$ -$ -$ -$-$ -$-$
CIP by Fund 5 of 26
Attachment A: Strategic Budget Direction - Page #47 Page 955 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
Streets Maintenance Transfer Dump (1901)-$ -$ -$ -$-$ -$ -$-$ -$750$
Transportation Planning E-150 Van (1402)-$ -$ -$ 65$ -$ -$ -$-$ -$-$
Urban Forest Chipper (1717)-$ -$ -$ -$100$ -$ -$-$ -$-$
Urban Forest Chipper Truck (1806)-$ -$ -$ -$-$ -$ -$200$ -$ -$
Urban Forestry Lift Truck (1816)-$ -$ -$ -$-$ -$ 100$ 100$ 100$ 100$
Urban Forestry Water Truck (1612) (Financed)-$ -$ -$ -$100$ 100$ 100$ 100$ 100$ -$
405 - Infrastructure Invest CIP Fund 2,000$ 3,500$ 11,172$ -$ -$ -$ -$-$ -$-$
Infrastructure Investment Fund 2,000$ 3,500$ 11,172$ -$ -$ -$ -$-$ -$-$
Prado Road Bridge & Road Widening 4,750$ 3,500$ 11,172$ -$ -$ -$ -$-$ -$-$
Prado Road Interchange (2,750)$ -$ -$ -$-$ -$ -$-$ -$-$
611 - Parking Fund 2,146$ 527$ 2,083$ 199$ 509$ 20$ 165$ 153$ 44$ 41$
Parking Fund 2,146$ 527$ 2,083$ 199$ 509$ 20$ 165$ 153$ 44$ 41$
919 Generator -$ -$ -$ -$-$ -$ -$150$ -$ -$
IT Replacement 32$ 2$ 8$ 34$ 9$ 20$ 39$ 3$ 44$ 41$
City SAN -$ 2$ -$ -$-$ 3$ -$ -$ -$3$
Facility Security Citywide Camera Storage -$ -$ -$ 9$ -$ -$ -$-$ 11$ -$
Firewall Replacement -$ -$ -$ -$8$ -$ -$-$ -$10$
Network Security Upgrade -$ -$ 4$ -$ -$ 4$ -$ -$ 5$ -$
Network Switching Infrastructure Equipment -$ -$ -$ 13$ -$ -$ -$-$ 15$ -$
PD/City backup storage, secondary storage -$ -$ -$ 1$ -$ -$ -$-$ 1$ -$
Radios, Mobiles and stations not replaced - EF & PW Only -$ -$ -$ -$-$ -$ 25$ -$ -$-$
Uninterruptible Power Supplies (UPS’s Servers and Storage)-$ -$ 1$ -$ -$ 1$ -$ -$ 1$ -$
Virtual Private Network Replace -$ -$ -$ -$1$ -$ -$-$ -$1$
VMware Infrastructure Upgrade 1$ -$ -$ 1$ -$ -$ 2$ -$ -$2$
VoIP Telephone System 20$ -$ -$ -$-$ -$ -$-$ -$26$
Wireless System Citywide -$ -$ 3$ -$ -$ -$ -$3$ -$ -$
Facility Security Cameras2 10$ -$ -$ 9$ -$ 12$ 12$ -$ 11$ -$
License Plate Recognition Replacement -$ -$ -$ 100$ -$ -$ 50$ -$ -$-$
Major Facility Replacements -$ -$ 75$ -$ 500$ -$ -$-$ -$-$
Mobility Services TI -$ -$ 75$ -$ 500$ -$ -$-$ -$-$
Mobility Fleet -$ 25$ -$ -$-$ -$ 76$ -$ -$-$
Mobility Services Pool Car (EV)-$ 25$ -$ -$-$ -$ -$-$ -$-$
Parking Services SUV (1737)-$ -$ -$ -$-$ -$ 76$ -$ -$-$
Parking Fleet -$ -$ -$ 66$ -$ -$ -$-$ -$-$
Parking Services SUV with LPR (1401)-$ -$ -$ 66$ -$ -$ -$-$ -$-$
Parking Maintenance -$ -$ 2,000$ -$ -$ -$ -$-$ -$-$
871 Marsh Parking Structure Maintenance -$ -$ 2,000$ -$ -$ -$ -$-$ -$-$
Parking Pay Station Installation 500$ 500$ -$ -$-$ -$ -$-$ -$-$
Parking Structure EV Charging Service (2 Year)115$ -$ -$ -$-$ -$ -$-$ -$-$
CADPS EV Charging Service (2 Year)115$ -$ -$ -$-$ -$ -$-$ -$-$
Parking Structure Maintenance 1,500$ -$ -$ -$-$ -$ -$-$ -$-$
Parking Structure Safety Element Construction Cameras 500$ -$ -$ -$-$ -$ -$-$ -$-$
Parking Structure Safety Element Construction Fencing 1,000$ -$ -$ -$-$ -$ -$-$ -$-$
621 - Transit Fund 3,156$ 6,699$ 3,168$ 108$ 592$ 98$ 106$ 92$ 106$ 105$
Grant 1,760$ 6,507$ -$ -$-$ -$ -$-$ -$-$
Transit Fleet 1,760$ 6,507$ -$ -$-$ -$ -$-$ -$-$
Refurbishment of SLO Transit Buses 1,500$ 1,000$ -$ -$-$ -$ -$-$ -$-$
Transit Cutaway Bus Replacement 260$ -$ -$ -$-$ -$ -$-$ -$-$
Transit Electric Bus and Charging -$ 5,507$ -$ -$-$ -$ -$-$ -$-$
Transit Fund 1,396$ 192$ 3,168$ 108$ 592$ 98$ 106$ 92$ 106$ 105$
Bus Stop Improvements 350$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$
Bus Wash Replacement -$ 75$ -$ -$-$ -$ -$-$ -$-$
Downtown Transit Center Rehabilitation 250$ -$ 3,000$ -$ -$ -$ -$-$ -$-$
IT Replacement 11$ 2$ 3$ 18$ 2$ 8$ 16$ 2$ 16$ 15$
City SAN -$ 2$ -$ -$-$ 3$ -$ -$ -$3$
Facility Security Citywide Camera Storage -$ -$ -$ 3$ -$ -$ -$-$ 3$ -$
Firewall Replacement -$ -$ -$ -$1$ -$ -$-$ -$1$
Network Security Upgrade -$ -$ 1$ -$ -$ 1$ -$ -$ 1$ -$
Network Switching Infrastructure Equipment -$ -$ -$ 6$ -$ -$ -$-$ 7$ -$
PD/City backup storage, secondary storage -$ -$ -$ 1$ -$ -$ -$-$ 1$ -$
Radios, Mobiles and stations not replaced - EF & PW Only -$ -$ -$ -$-$ -$ 6$ -$ -$-$
Uninterruptible Power Supplies (UPS’s Servers and Storage)-$ -$ 1$ -$ -$ 1$ -$ -$ 1$ -$
Virtual Private Network Replace -$ -$ -$ -$1$ -$ -$-$ -$1$
VMware Infrastructure Upgrade 5$ -$ -$ 5$ -$ -$ 6$ -$ -$6$
VoIP Telephone System 3$ -$ -$ -$-$ -$ -$-$ -$4$
Wireless System Citywide -$ -$ 1$ -$ -$ -$ -$2$ -$ -$
Facility Security Cameras2 3$ -$ -$ 3$ -$ 4$ 4$ -$ 3$ -$
Major Facility Replacements -$ -$ 75$ -$ 500$ -$ -$-$ -$-$
Mobility Services TI -$ -$ 75$ -$ 500$ -$ -$-$ -$-$
Mobility Fleet -$ 25$ -$ -$-$ -$ -$-$ -$-$
Mobility Services Pool Car (EV)-$ 25$ -$ -$-$ -$ -$-$ -$-$
Parking Lot Maintenance - Bus Yard 600$ -$ -$ -$-$ -$ -$-$ -$-$
Transit Fleet 150$ -$ -$ -$-$ -$ -$-$ -$-$
Transit Supervisor ADA EV Van 150$ -$ -$ -$-$ -$ -$-$ -$-$
EV Infrastructure Upgrades Behind the Meter 35$ -$ -$ -$-$ -$ -$-$ -$-$
601 - Water Fund 8,027$ 4,974$ 11,687$ 5,916$ 15,255$ 21,549$ 12,624$ 10,021$ 8,970$ 10,623$
Water Fund 8,027$ 4,974$ 11,687$ 5,916$ 15,255$ 21,549$ 12,624$ 10,021$ 8,970$ 10,623$
ATP - Higuera Complete Street Project 2$ -$ -$ -$-$ -$ -$-$ -$-$
California Ave - Stafford to Mill 2,400$ -$ -$ -$-$ -$ -$-$ -$-$
Corp Yard Storage Stalls -$ 25$ -$ 250$ -$ -$ -$-$ -$-$
Corporation Yard Permimeter Fence Replacement -$ -$ -$ -$-$ -$ 5$ 60$ -$ -$
Development Impact Fee Study 20$ -$ -$ -$-$ -$ -$-$ -$-$
Edna Tank Recoating -$ -$ -$ 3,000$ -$ -$ -$-$ -$-$
CIP by Fund 6 of 26
Attachment A: Strategic Budget Direction - Page #48 Page 956 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
Electric Vehicle Charging Stations -$ 80$ -$ -$-$ -$ -$80$ -$ -$
Corporation Yard EV Charging Station -$ 80$ -$ -$-$ -$ -$80$ -$ -$
Groundwater Well Development Program [91506]2,250$ -$ -$ -$-$ -$ -$-$ -$-$
Construct Extraction and Treatment Wells 2,000$ -$ -$ -$-$ -$ -$-$ -$-$
Construct Monitoring Wells 250$ -$ -$ -$-$ -$ -$-$ -$-$
Highland at UPRR and Cal Poly -$ -$ -$ -$850$ -$ -$-$ -$-$
IT Replacement 32$ 9$ 18$ 56$ 22$ 23$ 87$ 8$ 59$ 180$
City SAN -$ 9$ -$ -$-$ 10$ -$ -$ -$12$
Firewall Replacement -$ -$ -$ -$20$ -$ -$-$ -$23$
Network Security Upgrade -$ -$ 10$ -$ -$ 11$ -$ -$ 12$ -$
PD/City backup storage, secondary storage -$ -$ -$ 3$ -$ -$ -$-$ 4$ -$
Radios, Mobiles and stations not replaced - EF & PW Only -$ -$ -$ -$-$ -$ 68$ -$ -$-$
Uninterruptible Power Supplies (UPS’s Servers and Storage)-$ -$ 2$ -$ -$ 2$ -$ -$ 3$ -$
Virtual Private Network Replace -$ -$ -$ -$3$ -$ -$-$ -$3$
VMware Infrastructure Upgrade 16$ -$ -$ 17$ -$ -$ 19$ -$ -$21$
VoIP Telephone System 17$ -$ -$ -$-$ -$ -$-$ -$22$
Wireless System Citywide -$ -$ 7$ -$ -$ -$ -$8$ -$ -$
IT Replacement -$ -$ -$ -$-$ -$ -$-$ -$100$
Network Switching Infratstructure Equipment -$ -$ -$ 35$ -$ -$ -$-$ 40$ -$
Point Repair 250$ -$ 250$ -$ 350$ -$ -$-$ -$-$
Water System Point Repairs 250$ -$ 250$ -$ 350$ -$ -$-$ -$-$
Recycled Water Maintenance -$ 10$ 10$ 10$ 10$ -$ -$-$ -$-$
Recycled Water Annual UV Bulb Replacement -$ 10$ 10$ 10$ 10$ -$ -$-$ -$-$
Recycled Water Orcutt Street - Fernwood to Laurel -$ 1,900$ -$ -$-$ -$ -$-$ -$-$
Recycled Water Pump Station Maintenance -$ 45$ -$ -$45$ -$ -$-$ -$-$
Recycled Water Pump Upgrade -$ -$ -$ -$45$ -$ -$-$ -$-$
RW Effluent Meter Replacement -$ 45$ -$ -$-$ -$ -$-$ -$-$
Recycled Water Storage Tank -$ -$ -$ -$20$ -$ -$-$ -$-$
Recycled Water Tank 100$ -$ -$ -$-$ -$ -$-$ -$-$
Chemical Storage Tank Replacement 100$ -$ -$ -$-$ -$ -$-$ -$-$
SGMA GSP 150$ 150$ 150$ 150$ 150$ -$ -$-$ -$-$
Source Water Strategic Plan -$ -$ -$ 300$ 1,300$ -$ -$-$ -$-$
Stenner Canyon Waterline Replacement -$ -$ -$ 80$ 1,100$ -$ -$-$ -$-$
Street Reconstruction & Resurfacing 2$ -$ -$ -$-$ -$ -$-$ -$-$
T-3 Water Storage Tank Replacement - High Pressure Zone -$ 500$ -$ -$9,250$ -$ -$-$ -$-$
Reservoir 2 Replacement -$ 500$ -$ -$9,250$ -$ -$-$ -$-$
Trench Repairs 340$ 340$ 340$ 340$ 340$ -$ -$-$ -$-$
Utilites Maintenance -$ -$ -$ -$60$ -$ -$-$ -$-$
Sludge Dry Bed Polymer Feed and Piping -$ -$ -$ -$60$ -$ -$-$ -$-$
Utilities Fleet -$ 600$ 1,069$ 150$ 240$ 332$ 190$ -$ 268$ 200$
Wastewater Collections Dump Truck (0840)-$ -$ -$ -$175$ -$ -$-$ -$-$
Water Conservation Compact Pickup (1613) -$ -$ -$ -$-$ 53$ -$ -$ -$-$
Water Distribution - Water Distribution Service Truck (0847)-$ -$ 600$ -$ -$ -$ -$-$ -$-$
Water Distribution Backhoe (0720)-$ -$ 250$ -$ -$ -$ -$-$ -$-$
Water Distribution Hydro Ex Trailer (1621)-$ -$ -$ 150$ -$ -$ -$-$ -$-$
Water Distribution Meter Van (1909) -$ -$ -$ -$-$ -$ -$-$ 75$ -$
Water Distribution Pickup - Long-range (1629)-$ -$ 76$ -$ -$ -$ -$-$ -$-$
Water Distribution Pickup (1523)-$ -$ -$ -$-$ 79$ -$ -$ -$-$
Water Distribution Pickup (1724)-$ -$ -$ -$-$ -$ 90$ -$ -$-$
Water Distribution Pickup (1903)-$ -$ -$ -$-$ -$ -$-$ 97$ -$
Water Distribution Pickup (1908)-$ -$ -$ -$-$ -$ -$-$ 97$ -$
Water Distribution Portable Generator (1619)-$ -$ -$ -$-$ 200$ -$ -$ -$-$
Water Distribution Portable Generator (2007)-$ -$ -$ -$-$ -$ -$-$ -$200$
Water Distribution Service Truck (0846)-$ 600$ -$ -$-$ -$ -$-$ -$-$
Water Distribution Trailer (0235)-$ -$ -$ -$25$ -$ -$-$ -$-$
Water Treatment Plant Forklift (0910)-$ -$ 75$ -$ -$ -$ -$-$ -$-$
Water Treatment Plant Pickup (1004)-$ -$ 69$ -$ -$ -$ -$-$ -$-$
Water Treatment Plant Service Truck (1644)-$ -$ -$ -$-$ -$ 100$ -$ -$-$
WTP Utility Cart -$ -$ -$ -$40$ -$ -$-$ -$-$
Water - Major Maintenance -$ -$ -$ -$-$ 12,414$ 2,558$ 2,398$ 2,478$ 2,388$
Water - Pipeline Replacement -$ -$ -$ -$-$ 5,700$ 9,785$ 7,475$ 6,165$ 7,855$
Water Distribution System 113$ -$ 120$ 1,280$ 1,038$ -$ -$-$ -$-$
Actiflo Electrical Panel Replacement -$ -$ -$ 100$ -$ -$ -$-$ -$-$
Actiflo Poly Blend Units 25$ -$ -$ -$-$ -$ -$-$ -$-$
Cityworks Integration (water)-$ -$ 120$ -$ -$ -$ -$-$ -$-$
Contact Basin Drain Repair - Ozone System 38$ -$ -$ -$-$ -$ -$-$ -$-$
Effluent Pipe Corrosion Protection 50$ -$ -$ -$-$ -$ -$-$ -$-$
Facility Master Plan -$ -$ -$ 700$ 1,000$ -$ -$-$ -$-$
Package Thickener -$ -$ -$ 480$ -$ -$ -$-$ -$-$
Washwater Reclamation Pipe Cleaning -$ -$ -$ -$38$ -$ -$-$ -$-$
Water Distribution System Hydraulic Model Update -$ -$ 120$ -$ -$ -$ -$-$ -$-$
Water Distribution System - Infrastructure Renewal Strategy (IRS)-$ -$ 120$ -$ -$ -$ -$-$ -$-$
Water Fund Installations 173$ 173$ 173$ 173$ 173$ -$ -$-$ -$-$
Chemical System Maintenance 33$ 33$ 33$ 33$ 33$ -$ -$-$ -$-$
Ozone System Maintenance 140$ 140$ 140$ 140$ 140$ -$ -$-$ -$-$
Water Fund Fund Installations 7$ 7$ 7$ 7$ 7$ -$ -$-$ -$-$
Water Main Replacement -$ -$ -$ -$180$ 3,080$ -$ -$ -$-$
Water Meters and Boxes 958$ 958$ 25$ 25$ 25$ -$ -$-$ -$-$
Water Storage Tank Inspection and Cleaning 10$ 10$ 90$ 10$ 10$ -$ -$-$ -$-$
Reservoir 1 Floating Cover -$ -$ 45$ -$ -$ -$ -$-$ -$-$
Reservoir 2 Floating Cover -$ -$ 45$ -$ -$ -$ -$-$ -$-$
Storage Tanks 10$ 10$ -$ 10$ 10$ -$ -$-$ -$-$
Water Treatment Plant - Water Meter Replacement 55$ 82$ -$ -$-$ -$ -$-$ -$-$
Drying Bed Meters 5$ -$ -$ -$-$ -$ -$-$ -$-$
Effluent Meter Replacement -$ 32$ -$ -$-$ -$ -$-$ -$-$
Salinas Water Meter 50$ 50$ -$ -$-$ -$ -$-$ -$-$
Water Valve Cover Adjustments 285$ 35$ 35$ 35$ 35$ -$ -$-$ -$-$
Waterline Abandonment & Connections -$ 50$ 50$ 50$ 50$ -$ -$-$ -$-$
Waterline Replacement: Chorro - Highland to Meinecke 100$ -$ -$ -$-$ -$ -$-$ -$-$
Waterline Replacement: Santa Rosa - Stenner Creek Road to Highland -$ -$ 9,230$ -$ -$ -$ -$-$ -$-$
WTP - Filter Media Replacement and Underdrain Repairs 480$ -$ -$ -$-$ -$ -$-$ -$-$
WTP - Roof Replacement 300$ -$ -$ -$-$ -$ -$-$ -$-$
602 - Sewer Fund 7,834$ 6,932$ 4,198$ 4,621$ 5,421$ 6,636$ 3,901$ 6,240$ 2,988$ 7,196$
Sewer Fund 7,834$ 6,932$ 4,198$ 4,621$ 5,421$ 6,636$ 3,901$ 6,240$ 2,988$ 7,196$
CIP by Fund 7 of 26
Attachment A: Strategic Budget Direction - Page #49 Page 957 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
ATP - Higuera Complete Street Project 5$ -$ -$ -$-$ -$ -$-$ -$-$
Chorro - Boysen to Rougeot Pipeline Replacement -$ 2,750$ -$ -$-$ -$ -$-$ -$-$
Corp Yard Storage Stalls -$ 25$ -$ 250$ -$ -$ -$-$ -$-$
Corporation Yard Permimeter Fence Replacement -$ -$ -$ -$-$ -$ 5$ 60$ -$ -$
Development Impact Fee Study 20$ -$ -$ -$-$ -$ -$-$ -$-$
Electric Vehicle Charging Stations -$ 80$ -$ -$-$ -$ -$80$ -$ -$
Corporation Yard EV Charging Station -$ 80$ -$ -$-$ -$ -$80$ -$ -$
Fire Hydrants 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ -$ -$
Foothill Sewer Lift Station Replacement -$ -$ -$ -$400$ -$ -$-$ -$-$
Inflow/Infiltration Reduction 420$ 420$ 420$ 250$ 250$ -$ -$-$ -$-$
IT Replacement 35$ 9$ 26$ 86$ 36$ 25$ 93$ 15$ 88$ 198$
City SAN -$ 9$ -$ -$-$ 10$ -$ -$ -$12$
Facility Security Citywide Camera Storage -$ -$ -$ 1$ -$ -$ -$-$ 1$ -$
Firewall Replacement -$ -$ -$ -$21$ -$ -$-$ -$24$
Network Security Upgrade -$ -$ 9$ -$ -$ 10$ -$ -$ 11$ -$
PD/City backup storage, secondary storage -$ -$ -$ 3$ -$ -$ -$-$ 4$ -$
Radios, Mobiles and stations not replaced - EF & PW Only -$ -$ -$ -$-$ -$ 68$ -$ -$-$
Uninterruptible Power Supplies (UPS’s Servers and Storage)-$ -$ 3$ -$ -$ 4$ -$ -$ 4$ -$
Virtual Private Network Replace -$ -$ -$ -$16$ -$ -$-$ -$18$
VMware Infrastructure Upgrade 21$ -$ -$ 23$ -$ -$ 25$ -$ -$27$
VoIP Telephone System 13$ -$ -$ -$-$ -$ -$-$ -$17$
Wireless System Citywide -$ -$ 13$ -$ -$ -$ -$15$ -$ -$
Facility Security Cameras2 1$ -$ -$ 1$ -$ 1$ 1$ -$ 1$ -$
IT Replacement -$ -$ -$ -$-$ -$ -$-$ -$100$
Network Switching Infratstructure Equipment -$ -$ -$ 58$ -$ -$ -$-$ 68$ -$
Murry, Chorro, Meineke Sewer Main -$ 260$ -$ -$-$ -$ -$-$ -$-$
Point Repairs - Wastewater Collections System 340$ 240$ 240$ -$ 240$ -$ -$-$ -$-$
Sewer - Major Maintenance -$ -$ -$ -$-$ 50$ 50$ -$ -$2,000$
Sewer - Pipeline Replacement -$ -$ -$ -$-$ 6,030$ 3,240$ 5,980$ 2,900$ 4,998$
Sewer Lift Station Maintenance 350$ -$ 80$ -$ 80$ -$ -$-$ -$-$
Laguna Lift Station Pump Upgrade 150$ -$ 80$ -$ 80$ -$ -$-$ -$-$
Screw Press 200$ -$ -$ -$-$ -$ -$-$ -$-$
Sewer Lift Station Replacement - Airport -$ -$ -$ 3,645$ -$ -$ -$-$ -$-$
Sewer Lift Station Replacement - Silver City 200$ -$ -$ -$-$ -$ -$-$ -$-$
Sewer Main Replacement 35$ -$ -$ -$100$ -$ -$-$ -$-$
Oceanaire - Cayucos to Froom Road 35$ -$ -$ -$-$ -$ -$-$ -$-$
Ocenaire - Laguna to Cayucos -$ -$ -$ -$100$ -$ -$-$ -$-$
Sewer Main Replacement: Broad, Murray, and Chorro -$ -$ 145$ -$ -$ -$ -$-$ -$-$
Sewer Main Replacement: Buchon - Morro to Johnson 135$ -$ 2,485$ -$ -$ -$ -$-$ -$-$
Sewer Maintenance Cover Adjustments 110$ 30$ 30$ 35$ 35$ -$ -$-$ -$-$
Sewer-main Replacement: Foothill Siphon -$ -$ -$ 150$ 1,950$ -$ -$-$ -$-$
Sewer-main Replacement: Morro, Mill, Santa Rosa, and Chorro 45$ -$ -$ -$-$ -$ -$-$ -$-$
Sewer-main Replacement: Serrano, Bressi, Dana, and Higuera -$ -$ -$ -$1,895$ -$ -$-$ -$-$
Sewer-main Replacements:-$ 310$ -$ -$-$ -$ -$-$ -$-$
San Jose, Ramona, Monte Vista, and California -$ 310$ -$ -$-$ -$ -$-$ -$-$
Sewer-main Replacements: 330$ -$ -$ -$-$ -$ -$-$ -$-$
Taft, Hathaway, Phillips, Buena Vista, and Loomis 330$ -$ -$ -$-$ -$ -$-$ -$-$
Street Reconstruction & Resurfacing 8$ -$ -$ -$-$ -$ -$-$ -$-$
Trench Repairs 25$ 25$ 25$ 30$ 30$ -$ -$-$ -$-$
Utilites Maintenance -$ 45$ -$ -$-$ -$ -$-$ -$-$
Cityworks Sewer Strategic Plan & Implementation -$ 20$ -$ -$-$ -$ -$-$ -$-$
Sewer Coating Maintenance -$ 25$ -$ -$-$ -$ -$-$ -$-$
Utilities Fleet 238$ -$ 617$ 46$ 275$ 477$ 458$ 50$ -$ -$
Environmental Compliance - Compact Pickup (0816)-$ -$ -$ 46$ -$ -$ -$-$ -$-$
Environmental Compliance - Sedan (0805)-$ -$ 42$ -$ -$ -$ -$-$ -$-$
Wastewater Collection Van (1643) -$ -$ -$ -$-$ 125$ -$ -$ -$-$
Wastewater Collection Van Camera Replacement 200$ -$ -$ -$-$ -$ -$-$ -$-$
Wastewater Collections Portable Pump (1730)-$ -$ -$ -$-$ -$ 75$ -$ -$-$
Wastewater Collections Caterpillar Excavator (0626)-$ -$ -$ -$100$ -$ -$-$ -$-$
Wastewater Collections Concrete Trailer (1804) -$ -$ -$ -$-$ -$ -$50$ -$ -$
Wastewater Collections Dump Truck (0840)-$ -$ -$ -$175$ -$ -$-$ -$-$
Wastewater Collections Hydrocleaner (1407) -$ -$ 575$ -$ -$ -$ -$-$ -$-$
Wastewater Collections Portable Generator (1620)-$ -$ -$ -$-$ -$ 200$ -$ -$-$
Wastewater Collections Service Truck (1608) -$ -$ -$ -$-$ 100$ -$ -$ -$-$
Wastewater Collections Service Truck (1810)-$ -$ -$ -$-$ 100$ -$ -$ -$-$
Wastewater Collections Truck (1631)-$ -$ -$ -$-$ -$ 83$ -$ -$-$
Wastewater Collections Truck w/Dump Bed (1811)-$ -$ -$ -$-$ -$ 100$ -$ -$-$
Water Quality Lab SUV (1713)-$ -$ -$ -$-$ 73$ -$ -$ -$-$
WRRF Compact Pickup 4x4 (0851)38$ -$ -$ -$-$ -$ -$-$ -$-$
WRRF Compact Pickup (1522)-$ -$ -$ -$-$ 79$ -$ -$ -$-$
Utilities Maintenance 275$ 250$ -$ -$-$ -$ -$-$ -$-$
Rebuild Influent Storm Pumps 75$ -$ -$ -$-$ -$ -$-$ -$-$
Sewer Asset Replacement 200$ -$ -$ -$-$ -$ -$-$ -$-$
Sewer Headworks Grit Piping and Blowers -$ 250$ -$ -$-$ -$ -$-$ -$-$
Water Meters and Boxes 958$ 958$ 25$ 25$ 25$ -$ -$-$ -$-$
WRRF - Building Maintenance 150$ -$ -$ -$-$ -$ -$-$ -$-$
Lab Admin HVAC 150$ -$ -$ -$-$ -$ -$-$ -$-$
WRRF - Digester Flare Upgrade -$ 1,475$ -$ -$-$ -$ -$-$ -$-$
WRRF - Digester Flare Upgrade -$ 1,475$ -$ -$-$ -$ -$-$ -$-$
WRRF Asset Replacement -$ -$ 50$ 50$ 50$ -$ -$-$ -$-$
UV Bulb Replacement (annual replacement)-$ -$ 50$ 50$ 50$ -$ -$-$ -$-$
WRRF Upgrade 2,000$ -$ -$ -$-$ -$ -$-$ -$-$
WRRF Facility Upgrade Construction 2,000$ -$ -$ -$-$ -$ -$-$ -$-$
Islay Sewer Replacement 2,100$ -$ -$ -$-$ -$ -$-$ -$-$
Islay Sewer Replacement 2,100$ -$ -$ -$-$ -$ -$-$ -$-$
514 - San Luis Ranch Area Transportation 500$ 1,400$ -$ -$-$ -$ -$-$ -$-$
San Luis Ranch Transportation Fee 500$ 1,400$ -$ -$-$ -$ -$-$ -$-$
California & Taft Roundabout 500$ 1,400$ -$ -$-$ -$ -$-$ -$-$
516 - Citywide Fire Impact Fee 284$ -$ -$ -$-$ -$ -$-$ -$-$
Fire Impact Fee 284$ -$ -$ -$-$ -$ -$-$ -$-$
Fire Station 3&4 Remodel 284$ -$ -$ -$-$ -$ -$-$ -$-$
519 - Park Improvement Impact Fee Fund - Citywide 1,855$ -$ -$ -$-$ -$ -$-$ -$-$
Park Improvement Fee 1,855$ -$ -$ -$-$ -$ -$-$ -$-$
Emerson Park Amenity Upgrades and Beautification 1,855$ -$ -$ -$-$ -$ -$-$ -$-$
CIP by Fund 8 of 26
Attachment A: Strategic Budget Direction - Page #50 Page 958 of 987
2025-27 Draft CIP
10-Year: Projects by Fund
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Fund Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K)
Year 10 -
($K)
Outyears
Debt -$ -$ -$ -$75,000$ -$ -$-$ -$-$
Debt -$ -$ -$ -$75,000$ -$ -$-$ -$-$
Prado Road Interchange -$ -$ -$ -$75,000$ -$ -$-$ -$-$
Grants 170$ 6,450$ 250$ 1,250$ 35,250$ 250$ 250$ 750$ 250$ 250$
Grant -$ 6,200$ -$ 1,000$ -$ -$ -$500$ -$ -$
Broadband Infrastructure -$ 6,200$ -$ -$-$ -$ -$-$ -$-$
Fire Fleet -$ -$ -$ 1,000$ -$ -$ -$-$ -$-$
Fire Truck 1 - Tiller Ladder Truck (Replacement) (1017) -$ -$ -$ 1,000$ -$ -$ -$-$ -$-$
Playground Equipment Replacement -$ -$ -$ -$-$ -$ -$500$ -$ -$
Anholm Playground Equipment Replacement -$ -$ -$ -$-$ -$ -$500$ -$ -$
Seeking Additional Grant -$ -$ -$ -$25,000$ -$ -$-$ -$-$
Prado Road Interchange -$ -$ -$ -$25,000$ -$ -$-$ -$-$
SLOCOG -$ -$ -$ -$10,000$ -$ -$-$ -$-$
Prado Road Interchange -$ -$ -$ -$10,000$ -$ -$-$ -$-$
Transportation Development Act TDA -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Active Transportation Plan Implementation -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Pedestrian Facility Improvements -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Zone 9 170$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Silt Removal 170$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
San Luis Ranch Contributions -$ -$ 2,000$ 2,000$ 11,000$ -$ -$-$ -$-$
San Luis Ranch Cash -$ -$ 2,000$ 2,000$ 11,000$ -$ -$-$ -$-$
Prado Road Interchange -$ -$ 2,000$ 2,000$ 11,000$ -$ -$-$ -$-$
Grand Total 51,495$ 56,058$ 61,160$ 40,247$ 168,101$ 52,660$ 40,195$ 40,961$ 36,629$ 43,065$
CIP by Fund 9 of 26
Attachment A: Strategic Budget Direction - Page #51 Page 959 of 987
2025-27 Draft CIP
10-Year: Projects by Type Summary
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type Year 1 - ($K) Year 2 - ($K) Year 3 - ($K) Year 4 - ($K) Year 5 - ($K) Year 6 - ($K) Year 7 - ($K) Year 8 - ($K) Year 9 -($K) Year 10 - ($K)
New Asset 12,554$ 12,830$ 18,192$ 6,580$ 126,530$ 1,330$ 2,880$ 2,780$ 10,080$ 9,340$
Asset Maintenance 11,605$ 15,385$ 12,239$ 14,350$ 9,344$ 10,535$ 10,575$ 11,311$ 8,147$ 9,974$
Asset Replacement 6,372$ 11,874$ 8,460$ 5,362$ 5,935$ 7,246$ 5,615$ 3,790$ 1,000$ 1,140$
Asset Maintenance - Utilities 11,938$ 10,152$ 2,095$ 9,500$ 19,383$ 15,599$ 2,663$ 2,453$ 2,478$ 4,388$
Asset Replacement - Utilities 3,801$ 926$ 12,060$ 200$ 720$ 11,730$ 13,025$ 13,455$ 9,065$ 12,853$
Reserve 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 3,000$ 4,000$ 4,000$
IT Replacement 1,793$ 645$ 2,102$ 2,622$ 1,191$ 1,689$ 919$ 1,402$ 2,296$ 2,131$
Fleet 1,916$ 2,528$ 4,145$ 4,259$ 4,387$ 3,864$ 3,876$ 4,359$ 1,184$ 1,903$
Project Completed (878)$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Re-Prioritized Project (188)$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Grand Total 52,912$ 58,340$ 63,293$ 46,872$ 171,489$ 55,993$ 43,552$ 42,550$ 38,250$ 45,728$
Outyears2025-27 Financial Plan
CIP by Type 10 of 26
Attachment A: Strategic Budget Direction - Page #52 Page 960 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
New Asset 12,554$ 12,830$ 18,192$ 6,580$ 126,530$ 1,330$ 2,880$ 2,780$ 10,080$ 9,340$
Active Transportation Plan Implementation -$ 200$ 200$ 400$ 200$ 350$ 550$ 200$ 400$ 200$
Active Transporation Plan Tier 1 Network Implementation -$ -$ -$ -$ -$150$ 150$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$ 150$ 150$ -$ -$ -$
Bicycle Facility Improvements -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Local Revenue Measure -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Pavement Maintenance Projects Complete Street -$ -$ -$ 200$ -$ -$ 200$ -$ 200$ -$
Local Revenue Measure -$ -$ -$ 200$ -$ -$ 200$ -$ 200$ -$
Pedestrian Facility Improvements -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Transportation Development Act TDA -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
ATP - Foothill Boulevard Complete Street Project -$ 200$ -$ 2,500$ -$-$ -$ -$ -$ -$
ATP - Foothill Construction -$ -$ -$ 2,500$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 2,500$ -$ -$ -$ -$ -$ -$
ATP - Foothill Planning and Design -$ 200$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ 200$ -$ -$ -$ -$ -$ -$ -$ -$
ATP - Higuera Complete Street Project 2,507$ -$ -$ -$ -$ -$ -$ -$ -$ -$
ATP - Higuera Complete Street (Sewer)5$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 5$ -$ -$ -$ -$-$ -$ -$ -$ -$
ATP - Higuera Complete Street (Water)2$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 2$ -$ -$ -$ -$-$ -$ -$ -$ -$
ATP - Higuera Complete Street Project 2,500$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure 2,500$ -$ -$ -$ -$ -$ -$ -$ -$ -$
ATP - Railroad Safety Trail (Orcutt to Tiburon) -$ -$ -$ -$ -$ -$ -$ 700$ -$ 2,450$
ATP - Railroad Safety Trail (Orcutt to Tiburon) -$ -$ -$ -$ -$ -$ -$ 700$ -$ 2,450$
Local Revenue Measure -$ -$ -$ -$ -$ -$ -$ 700$ -$ 1,450$
Orcutt Area TIF -$ -$ -$ -$ -$-$ -$ -$ -$ 1,000$
ATP-South Broad Street Corridor -$ -$ -$ -$ 3,000$ -$ -$ -$ -$ -$
ATP-South Broad St Corridor -$ -$ -$ -$ 3,000$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 3,000$ -$ -$ -$ -$ -$
Broadband Plan -$ 6,200$ -$ -$ -$-$ -$ -$ -$ -$
Broadband Infrastructure -$ 6,200$ -$ -$ -$-$ -$ -$ -$ -$
Grant -$ 6,200$ -$ -$ -$-$ -$ -$ -$ -$
Corp Yard Storage Stalls -$ 50$ -$ 500$ -$ -$ -$ -$ -$ -$
Corp Yard Material Storage Stalls -$ 50$ -$ 500$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ 50$ -$ 500$ -$ -$ -$ -$ -$ -$
Cultural Arts District Parking Structure 500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Cultural Arts District Parking Garage Construction 500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay 500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Development Agreement - City Share -$ -$ 800$ 1,000$ -$ 800$ -$ 1,000$ -$ -$
City Contributions for Future Development Agreements -$ -$ 800$ 1,000$ -$ 800$ -$ 1,000$ -$ -$
Local Revenue Measure -$ -$ 800$ 1,000$ -$ 800$ -$ 1,000$ -$ -$
Righetti/Orcutt Area Park 6,500$ -$ 400$ -$ 2,000$ -$ 1,900$ -$ 9,500$ 6,110$
Righetti Park (Pocket Park)-$ -$ 400$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 400$ -$ -$-$ -$ -$ -$ -$
Righetti Park - Phase 1 (Play Structure and Fields) 6,500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 6,500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Righetti Park - Phase 2 (Pickelball)-$ -$ -$ -$ 2,000$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 2,000$ -$ -$ -$ -$ -$
Righetti Park - Phase 3 (Pump Track)-$ -$ -$ -$ -$-$ 1,900$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$ -$ 1,900$ -$ -$ -$
Righetti Park - Phase 4 (Basketball and Parking)-$ -$ -$ -$ -$ -$ -$ -$ 9,500$ -$
Local Revenue Measure -$ -$ -$ -$ -$ -$ -$ -$ 9,500$ -$
Righetti Park - Phase 5 (Tennis Courts)-$ -$ -$ -$ -$-$ -$ -$ -$ 6,110$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ -$ -$ 6,110$
Righetti Park (Linear Park)-$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ -$ -$ -$
Electric Vehicle Charging Stations 442$ 430$ 30$ 30$ 180$ 30$ 280$ 430$ 30$ 30$
1042 Walnut (Police Station) EV Charging Station 412$ -$ -$ -$ -$-$ 250$ -$ -$ -$
Local Revenue Measure 412$ -$ -$ -$ -$ -$ 250$ -$ -$ -$
Corporation Yard EV Charging Station -$ 400$ -$ -$ -$ -$ -$ 400$ -$ -$
Local Revenue Measure -$ 240$ -$ -$ -$ -$ -$ 240$ -$ -$
Sewer Fund -$ 80$ -$ -$ -$-$ -$ 80$ -$ -$
Water Fund -$ 80$ -$ -$ -$-$ -$ 80$ -$ -$
Fire Station 1 EV Charging Station -$ -$ -$ -$ 150$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 150$ -$ -$ -$ -$ -$
Various City Facilities EV Charging Stations 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$
Local Revenue Measure 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$ 30$
Emily Street Extension -$ -$ -$ -$ -$-$ -$ -$ -$ 200$
Emily Street Extension -$ -$ -$ -$ -$-$ -$ -$ -$ 200$
Local Revenue Measure -$ -$ -$ -$ -$ -$ -$ -$ -$ 200$
Fire Station 5 150$ -$ -$ -$ -$-$ -$ 300$ -$ -$
Fire Station 5 Programming and Entitlements 150$ -$ -$ -$ -$-$ -$ 300$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ 300$ -$ -$
Major Facility Replacement Fund 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fire Station 5 Interim -$ -$ 440$ -$ -$-$ -$ -$ -$ -$
Fire Station 5 (Interim)-$ -$ 440$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 440$ -$ -$ -$ -$ -$ -$ -$
Major Facility Replacements -$ -$ -$ -$ -$ -$ -$ -$ -$ 100$
Swim Center Expansion -$ -$ -$ -$ -$ -$ -$ -$ -$ 100$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Outyears
CIP by Type 11 of 26
Attachment A: Strategic Budget Direction - Page #53 Page 961 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Multi Generational Community Center -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Multi-Generaltional Community Center -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Open Space Acquisition 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Open Space Acquisition 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Local Revenue Measure 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Pismo Street Retaining Wall - Storm Response 100$ 1,900$ -$ -$ -$ -$ -$ -$ -$ -$
Pismo Street Retaining Wall Adjacent to Vista Grande 100$ 1,900$ -$ -$ -$ -$ -$ -$ -$ -$
Prado Road Bridge & Road Widening 7,018$ 3,500$ 14,172$ -$ -$ -$ -$ -$ -$ -$
Prado Road Bridge & Road Widening 7,018$ 3,500$ 14,172$ -$ -$-$ -$ -$ -$ -$
Infrastructure Investment Fund 4,750$ 3,500$ 11,172$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 2,268$ -$ 3,000$ -$ -$-$ -$ -$ -$ -$
Prado Road Interchange (5,018)$ -$ 2,000$ 2,000$ 121,000$ -$ -$ -$ -$ -$
Prado Road Interchange (5,018)$ -$ 2,000$ 2,000$ 121,000$ -$ -$ -$ -$ -$
Debt -$ -$ -$ -$ 75,000$ -$ -$ -$ -$ -$
Infrastructure Investment Fund (2,750)$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure (2,268)$ -$ -$ -$ -$ -$ -$ -$ -$ -$
San Luis Ranch Cash -$ -$ 2,000$ 2,000$ 11,000$ -$ -$ -$ -$ -$
Seeking Additional Grant -$ -$ -$ -$ 25,000$ -$ -$ -$ -$ -$
SLOCOG -$ -$ -$ -$ 10,000$ -$ -$ -$ -$ -$
Ramona Crossing Improvements 20$ 200$ -$ -$ -$-$ -$ -$ -$ -$
Ramona Crossing Improvements 20$ 200$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 20$ 200$ -$ -$ -$-$ -$ -$ -$ -$
Roadway Barricade Enhancements 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Roadway Barricade Enhancements 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 150$ -$ -$ -$ -$ -$ -$ -$ -$ -$
EV Infrastructure Upgrades Behind the Meter 35$ -$ -$ -$ -$ -$ -$ -$ -$ -$
EV Infrastructure Upgrades Behind the Meter 35$ -$ -$ -$ -$-$ -$ -$ -$ -$
Transit Fund 35$ -$ -$ -$ -$-$ -$ -$ -$ -$
Asset Maintenance 10,218$ 13,122$ 10,160$ 7,955$ 6,112$ 9,105$ 9,116$ 9,724$ 6,530$ 8,327$
Banner Arms, Bench Arms Rests, Signs 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$
Banner Arms, Bench Arm Rests, Signs 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$
Local Revenue Measure 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$ 25$
Bridge Maintenance 94$ -$ 50$ -$ 50$ -$ 50$ -$ 50$ -$
Bridge Maintenance 94$ -$ 50$ -$ 50$ -$ 50$ -$ 50$ -$
Local Revenue Measure 94$ -$ 50$ -$ 50$ -$ 50$ -$ 50$ -$
Bus Stop Improvements 350$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$
Bus Stop Improvements 350$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$
Transit Fund 350$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$ 90$
Bus Wash Replacement -$ 75$ -$ -$ -$-$ -$ -$ -$ -$
Bus Wash Replacement -$ 75$ -$ -$ -$-$ -$ -$ -$ -$
Transit Fund -$ 75$ -$ -$ -$-$ -$ -$ -$ -$
Corp Yard Storage Stalls -$ 50$ -$ 500$ -$ -$ -$ -$ -$ -$
Corp Yard Material Storage Stalls -$ 50$ -$ 500$ -$ -$ -$ -$ -$ -$
Sewer Fund -$ 25$ -$ 250$ -$ -$ -$ -$ -$ -$
Water Fund -$ 25$ -$ 250$ -$ -$ -$ -$ -$ -$
Corporation Yard Perimeter Fence Replacement -$ -$ -$ -$ -$-$ 20$ 180$ -$ -$
Corporation Yard Perimeter Fence Replacement -$ -$ -$ -$ -$-$ 20$ 180$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ 20$ 180$ -$ -$
Corporation Yard Permimeter Fence Replacement -$ -$ -$ -$ -$-$ 10$ 120$ -$ -$
Corporation Yard Permimeter Fence Replacement -$ -$ -$ -$ -$-$ 10$ 120$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ 5$ 60$ -$ -$
Water Fund -$ -$ -$ -$ -$-$ 5$ 60$ -$ -$
Downtown Zig-Zig Lighting -$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$
Downtown Zig-Zag Lighting -$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$
Local Revenue Measure -$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$
Dredging and Shoreline Restoration -$ -$ -$ 500$ -$ 800$ -$ 800$ -$ 800$
Dredging and Shoreline Restoration -$ -$ -$ 500$ -$ 800$ -$ 800$ -$ 800$
Local Revenue Measure -$ -$ -$ 500$ -$ 800$ -$ 800$ -$ 800$
Laguna Lake Golf Course Maintenance -$ 10$ -$ 10$ -$ 10$ -$ 10$ -$ 10$
Laguna Lake Golf Course Maintenance -$ 10$ -$ 10$ -$ 10$ -$ 10$ -$ 10$
Local Revenue Measure -$ 10$ -$ 10$ -$ 10$ -$ 10$ -$ 10$
License Plate Recognition Replacement -$ -$ -$ 100$ -$ -$ 50$ -$ -$ -$
License Plate Recognition Replacement (Cameras)-$ -$ -$ 100$ -$ -$ 50$ -$ -$ -$
Parking Fund -$ -$ -$ 100$ -$ -$ 50$ -$ -$ -$
Major Facility Maintenance -$ -$ 85$ 105$ 15$ 25$ 15$ 25$ 15$ 25$
ADA Transition Plan Implementation -$ -$ 15$ -$ 15$ -$ 15$ -$ 15$ -$
Local Revenue Measure -$ -$ 15$ -$ 15$ -$ 15$ -$ 15$ -$
City Facilities Fence Maintenance (ROW, Parks, Facilities)-$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Hydration Stations -$ -$ -$ 25$ -$ 25$ -$ 25$ -$ 25$
Local Revenue Measure -$ -$ -$ 25$ -$ 25$ -$ 25$ -$ 25$
Swim Center Exterior Paint -$ -$ -$ 80$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 80$ -$ -$ -$ -$ -$ -$
Major Facility Replacements 75$ -$ -$ -$ -$-$ -$ -$ -$ -$
1106 Walnut HVAC Controls 75$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 75$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Neighborhood Traffic Improvements -$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$
CIP by Type 12 of 26
Attachment A: Strategic Budget Direction - Page #54 Page 962 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Neighborhood Traffic Improvements -$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$
Local Revenue Measure -$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$ 35$
Open Space Maintenance 125$ 125$ 170$ 170$ 170$ 170$ 170$ 170$ 170$ 170$
General Open Space Maintenance 75$ 75$ 120$ 120$ 120$ 120$ 120$ 120$ 120$ 120$
Local Revenue Measure 75$ 75$ 120$ 120$ 120$ 120$ 120$ 120$ 120$ 120$
Open Space Fencing 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$
Local Revenue Measure 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$
Park Major Maintenance & Repairs 350$ 475$ 725$ 480$ 410$ 1,510$ 390$ 410$ 365$ 385$
ADA Transition Plan Implementation -$ -$ 25$ -$ 25$ -$ 25$ 25$ -$ -$
Local Revenue Measure -$ -$ 25$ -$ 25$ -$ 25$ 25$ -$ -$
Concrete Bench & Table Replacement Various Locations 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$
Local Revenue Measure 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$ 15$
Irrigation Mainline Leak Repair 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$
Local Revenue Measure 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$ 50$
Islay Park Flatwork Replacement -$ 40$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 40$ -$ -$ -$-$ -$ -$ -$ -$
Laguna Lake Park Docks and Ramp -$ -$ 100$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 100$ -$ -$ -$ -$ -$ -$ -$
Mission Plaza Railing Upgrade -$ 35$ -$ 35$ -$ 35$ -$ 35$ -$ 35$
Local Revenue Measure -$ 35$ -$ 35$ -$ 35$ -$ 35$ -$ 35$
Parks Play Surfacing 285$ 285$ 285$ 280$ 285$ 285$ 285$ 285$ 285$ 285$
Capital Outlay -$ -$ -$ -$ -$-$ -$ -$ 285$ -$
Local Revenue Measure 285$ 285$ 285$ 280$ 285$ 285$ 285$ 285$ -$ 285$
Sinsheimer Park Outfield Wall Replacement -$ -$ -$ -$ 20$ 125$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 20$ 125$ -$ -$ -$ -$
Sinsheimer Park Playground Turf, Soft Surface Replacement, and Hillside T -$ 50$ 250$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 50$ 250$ -$ -$-$ -$ -$ -$ -$
Sinsheimer Park Stadium Bleachers -$ -$ -$ 100$ -$ 1,000$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 100$ -$ 1,000$ -$ -$ -$ -$
Water Stations & Supply Lines -$ -$ -$ -$ 15$ -$ 15$ -$ 15$ -$
Local Revenue Measure -$ -$ -$ -$ 15$ -$ 15$ -$ 15$ -$
Parking Lot Maintenance 178$ -$ 1,010$ 500$ 40$ 475$ 1,700$ 400$ -$ -$
Laguna Lake Golf Course Paving Lot Paving -$ -$ -$ -$ -$-$ 50$ 400$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ 50$ 400$ -$ -$
Laguna Lake Parking Lot Paving -$ -$ -$ -$ -$75$ 1,250$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$ 75$ 1,250$ -$ -$ -$
Ludwick Community Center Parking Lot Paving -$ -$ 30$ 500$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 30$ 500$ -$ -$ -$ -$ -$ -$
Meadow Park Parking Lot Paving 178$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 178$ -$ -$ -$ -$-$ -$ -$ -$ -$
Santa Rosa Park Parking Lot Paving -$ -$ 980$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 980$ -$ -$-$ -$ -$ -$ -$
Sinsheimer Park Parking Lot Paving -$ -$ -$ -$ 40$ 350$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 40$ 350$ -$ -$ -$ -$
Throop Park Parking Lot Paving -$ -$ -$ -$ -$ 50$ 400$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$50$ 400$ -$ -$ -$
Parking Lot Maintenance - Bus Yard 600$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parking Lot Maintenance - Bus Yard 600$ -$ -$ -$ -$-$ -$ -$ -$ -$
Transit Fund 600$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parking Maintenance -$ -$ 2,000$ -$ -$-$ -$ -$ -$ -$
871 Marsh Parking Structure Maintenance -$ -$ 2,000$ -$ -$-$ -$ -$ -$ -$
Parking Fund -$ -$ 2,000$ -$ -$ -$ -$ -$ -$ -$
Parking Structure EV Charging Service (2 Year)115$ -$ -$ -$ -$ -$ -$ -$ -$ -$
CADPS EV Charging Service (2 Year)115$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Parking Fund 115$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parking Structure Maintenance 1,500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parking Structure Safety Element Construction Cameras 500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parking Fund 500$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parking Structure Safety Element Construction Fencing 1,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Parking Fund 1,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Pedestrian and Bicycle Pathway Maintenance -$ -$ 100$ 100$ 165$ 200$ 100$ 200$ -$ 100$
Andrews and Johnson Bike Path Maintenance -$ -$ -$ -$ 65$ 200$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 65$ 200$ -$ -$ -$ -$
Pedestrian and Bicycle Pathway Maintenance -$ -$ 100$ 100$ 100$ -$ 100$ 200$ -$ 100$
Local Revenue Measure -$ -$ 100$ 100$ 100$ -$ 100$ 200$ -$ 100$
Public Art Installations 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Public Art Installations 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Local Revenue Measure 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Public Art Maintenance 110$ 210$ 210$ 210$ 210$ 210$ 210$ 210$ 210$ 210$
Public Art Coordination 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$
Local Revenue Measure 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$ 110$
Public Art Procurement -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Local Revenue Measure -$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Senior Center Paint and Window -$ 35$ 125$ -$ -$-$ -$ -$ -$ -$
Senior Center Paint and Window -$ 35$ 125$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 35$ 125$ -$ -$-$ -$ -$ -$ -$
Sidewalk Replacement and Cleaning 140$ 250$ 250$ 250$ 250$ 250$ 150$ 150$ 150$ 150$
Sidewalk Replacement and Cleaning 140$ 250$ 250$ 250$ 250$ 250$ 150$ 150$ 150$ 150$
Local Revenue Measure 140$ 250$ 250$ 250$ 250$ 250$ 150$ 150$ 150$ 150$
Silt Removal 170$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
CIP by Type 13 of 26
Attachment A: Strategic Budget Direction - Page #55 Page 963 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Silt Removal 2025 170$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Zone 9 170$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$ 150$
Storm Drain System Replacement -$ 750$ 250$ 525$ 75$ 750$ -$ 1,000$ -$ 1,000$
Drainage Infrastructure Replacement -$ 750$ -$ 450$ -$ 750$ -$ 1,000$ -$ 1,000$
Local Revenue Measure -$ 750$ -$ 450$ -$ 750$ -$ 1,000$ -$ 1,000$
Storm Drain Long-Range Plan -$ -$ 100$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 100$ -$ -$-$ -$ -$ -$ -$
Trash Capture -$ -$ 150$ 75$ 75$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 150$ 75$ 75$ -$ -$ -$ -$ -$
Street Lights -$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$
Streetlights -$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$
Local Revenue Measure -$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$ 80$
Street Reconstruction & Resurfacing 3,970$ 3,000$ 3,480$ 3,000$ 3,222$ 3,000$ 4,546$ 4,344$ 4,065$ 3,772$
Paving Project (Yearly)3,970$ 3,000$ 3,480$ 3,000$ 3,222$ 3,000$ 4,546$ 4,344$ 4,065$ 3,772$
Local Revenue Measure 3,960$ 3,000$ 3,480$ 3,000$ 3,222$ 3,000$ 4,546$ 4,344$ 4,065$ 3,772$
Sewer Fund 8$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 2$ -$ -$ -$ -$-$ -$ -$ -$ -$
Traffic Maintenance and Replacement 351$ 430$ 500$ 300$ 500$ 500$ 500$ 500$ 500$ 500$
No Parking Sign Installations 91$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Local Revenue Measure 91$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$
Traffic Signal Asset Maintenance and Replacements (ADA)100$ 200$ 200$ 100$ 200$ 200$ 200$ 200$ 200$ 200$
Local Revenue Measure 100$ 200$ 200$ 100$ 200$ 200$ 200$ 200$ 200$ 200$
Traffic Signs & Striping Maintenance 160$ 130$ 200$ 100$ 200$ 200$ 200$ 200$ 200$ 200$
Local Revenue Measure 160$ 130$ 200$ 100$ 200$ 200$ 200$ 200$ 200$ 200$
Transit Fleet 1,500$ 6,507$ -$ -$ -$-$ -$ -$ -$ -$
Refurbishment of SLO Transit Buses 1,500$ 1,000$ -$ -$ -$-$ -$ -$ -$ -$
Grant 1,500$ 1,000$ -$ -$ -$-$ -$ -$ -$ -$
Transit Electric Bus and Charging -$ 5,507$ -$ -$ -$-$ -$ -$ -$ -$
Grant -$ 5,507$ -$ -$ -$-$ -$ -$ -$ -$
Transportation Impact Fee Program Update 50$ -$ -$ -$ -$-$ -$ -$ -$ -$
Transportation Impact Fee Program Update 50$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 50$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Transportation Monitoring & Modeling Update 15$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$
Transportation Monitoring & Modeling Update 15$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$
Local Revenue Measure 15$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$
Urban Forest Maintenance 400$ 400$ 450$ 450$ 450$ 450$ 450$ 450$ 450$ 450$
Urban Forest Maintenance 400$ 400$ 450$ 450$ 450$ 450$ 450$ 450$ 450$ 450$
Local Revenue Measure 400$ 400$ 450$ 450$ 450$ 450$ 450$ 450$ 450$ 450$
Vision Zero Program Implementation -$ 250$ 200$ 200$ -$ 200$ 200$ 200$ -$ 200$
Vision Zero Program Implementation -$ 250$ 200$ 200$ -$ 200$ 200$ 200$ -$ 200$
Local Revenue Measure -$ 250$ 200$ 200$ -$ 200$ 200$ 200$ -$ 200$
Asset Replacement 6,352$ 11,854$ 8,440$ 5,342$ 5,915$ 5,446$ 3,815$ 3,790$ 1,000$ 1,140$
Big Belly Replacements 170$ 85$ 265$ 90$ 90$ -$ -$ -$ -$ -$
Big Belly Trash and Recycling Cans in Parks -$ -$ 175$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 175$ -$ -$ -$ -$ -$ -$ -$
Compacting Big Belly in Small Parks 85$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 85$ -$ -$ -$ -$-$ -$ -$ -$ -$
Recycling-Solid Waste Big Belly in Downtown (15 locations per year)85$ 85$ 90$ 90$ 90$ -$ -$ -$ -$ -$
Local Revenue Measure 85$ 85$ 90$ 90$ 90$ -$ -$ -$ -$ -$
Building Electrificiation - Priority SST Projects -$ -$ 1,305$ 1,120$ -$ -$ -$ -$ -$ -$
Building Electrification - City Hall Heat Pump -$ -$ 100$ 750$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 100$ 750$ -$ -$ -$ -$ -$ -$
Building Electrification - Rooftop Units at Corp Yard -$ -$ 55$ 370$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 55$ 370$ -$ -$ -$ -$ -$ -$
Building Electrification - Swim Center Heat Pump -$ -$ 1,150$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 1,150$ -$ -$-$ -$ -$ -$ -$
California & Taft Roundabout 500$ 3,650$ -$ -$ -$-$ -$ -$ -$ -$
California & Taft Roundabout 500$ 3,650$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 2,250$ -$ -$ -$ -$ -$ -$ -$ -$
San Luis Ranch Transportation Fee 500$ 1,400$ -$ -$ -$ -$ -$ -$ -$ -$
City Hall Drought Tolerant Landscaping and Restroom 300$ -$ -$ -$ -$ -$ -$ -$ -$ -$
City Hall Drought Tolerant Landscaping and Restroom 300$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure 300$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Downtown Transit Center Rehabilitation (Transit Fund)250$ -$ 3,000$ -$ -$-$ -$ -$ -$ -$
Downtown Transit Center Rehabilitation (Transit Fund)250$ -$ 3,000$ -$ -$-$ -$ -$ -$ -$
Transit Fund 250$ -$ 3,000$ -$ -$-$ -$ -$ -$ -$
Emerson Park Amenity Upgrades and Beautification 1,855$ -$ -$ -$ -$-$ -$ -$ -$ -$
Emerson Park Amenity Upgrades and Beautification 1,855$ -$ -$ -$ -$-$ -$ -$ -$ -$
Park Improvement Fee 1,855$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Fire Station 1 Wash Area 40$ 150$ -$ -$ -$ -$ -$ -$ -$ -$
Fire Station 1 Vehicle Wash Area 40$ 150$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure 40$ 150$ -$ -$ -$ -$ -$ -$ -$ -$
Fire Station 3&4 Remodel 1,301$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fire Station 3&4 Remodel 1,301$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fire Impact Fee 284$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 1,017$ -$ -$ -$ -$-$ -$ -$ -$ -$
Golf Course Pro Shop - Flood Damage Repair -$ 250$ -$ -$ -$-$ -$ -$ -$ -$
Golf Course Pro Shop - Flood Damage Repair -$ 250$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 250$ -$ -$ -$ -$ -$ -$ -$ -$
CIP by Type 14 of 26
Attachment A: Strategic Budget Direction - Page #56 Page 964 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
IIF Public Safety Contribution -$ -$ -$ -$ -$-$ 1,000$ 1,000$ 1,000$ 1,000$
Contribution to IIF for Future Public Safety Projects -$ -$ -$ -$ -$-$ 1,000$ 1,000$ 1,000$ 1,000$
Capital Outlay -$ -$ -$ -$ -$-$ 475$ -$ 1,000$ 1,000$
Local Revenue Measure -$ -$ -$ -$ -$-$ 525$ 1,000$ -$ -$
Laguna Lake Golf Course Irrigation Improvements -$ -$ -$ -$ -$300$ 1,700$ -$ -$ -$
Laguna Lake Golf Course Irrigation Improvements -$ -$ -$ -$ -$300$ 1,700$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$300$ 1,700$ -$ -$ -$
Ludwick Roof, Solar, Siding, and HVAC -$ -$ 2,500$ -$ -$-$ -$ -$ -$ -$
LCC Roof, Solar, Siding, and HVAC -$ -$ 2,500$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 2,500$ -$ -$-$ -$ -$ -$ -$
Major Facility Maintenance 178$ 400$ 630$ 1,960$ 400$ 690$ 1,000$ 40$ -$ 40$
Fire Station 1 Tile Roof Moisture Barrier & Termite Tenting -$ -$ -$ 120$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 120$ -$ -$ -$ -$ -$ -$
City County Community Room TI (paint, carpet, lighting fixtures)38$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay 38$ -$ -$ -$ -$-$ -$ -$ -$ -$
City Hall Fire Alarm Fire Alarm Control Panel -$ 115$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 115$ -$ -$ -$-$ -$ -$ -$ -$
City/County Library front steps -$ -$ -$ 15$ 250$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 15$ 250$ -$ -$ -$ -$ -$
Citywide Fire Alarm Communication Upgrade (Cell connection)-$ -$ -$ 50$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 50$ -$ -$ -$ -$ -$ -$
Corp Yard Roof Coating -$ -$ -$ 50$ -$ 500$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 50$ -$ 500$ -$ -$ -$ -$
Dispatch Center Flat Roof Coating 20$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay 20$ -$ -$ -$ -$-$ -$ -$ -$ -$
Dispatch HVAC Replacement -$ -$ 150$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 150$ -$ -$-$ -$ -$ -$ -$
Existing SLO Repertory Theater Tenant Improvements -$ -$ -$ 100$ -$ 150$ 1,000$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 100$ -$ 150$ 1,000$ -$ -$ -$
Facility Roll Up Door Replacements - Various Locations -$ 20$ -$ 20$ -$ 20$ -$ 20$ -$ 20$
Local Revenue Measure -$ 20$ -$ 20$ -$ 20$ -$ 20$ -$ 20$
IT Room Heat Pump Replacements -$ 20$ -$ 20$ -$ 20$ -$ 20$ -$ 20$
Local Revenue Measure -$ 20$ -$ 20$ -$ 20$ -$ 20$ -$ 20$
Parks and Recreation Roofing, Siding, and Exterior Painting -$ 170$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 170$ -$ -$ -$-$ -$ -$ -$ -$
Police Emergency Communications Center Workstation/Carpet -$ 50$ 350$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 50$ 350$ -$ -$-$ -$ -$ -$ -$
Railroad Museum Roof -$ -$ 30$ -$ 150$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 30$ -$ 150$ -$ -$ -$ -$ -$
Senior Center Roof -$ -$ -$ 85$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 85$ -$ -$ -$ -$ -$ -$
Swim Center Deck Replacement -$ -$ 100$ 1,500$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 100$ 1,500$ -$ -$ -$ -$ -$ -$
Swim Center Multipurpose Room flooring -$ 25$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 25$ -$ -$ -$-$ -$ -$ -$ -$
Swim Center Old Bath House Roof 70$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay 70$ -$ -$ -$ -$-$ -$ -$ -$ -$
Swim Center Olympic Pool Thermal Blankets 50$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 50$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Replacements -$ -$ 200$ 100$ 1,000$ -$ -$ 2,000$ -$ -$
Corporation Yard TI -$ -$ 50$ 100$ -$ -$ -$ 2,000$ -$ -$
Local Revenue Measure -$ -$ 50$ 100$ -$ -$ -$ 2,000$ -$ -$
Mobility Services TI -$ -$ 150$ -$ 1,000$ -$ -$ -$ -$ -$
Parking Fund -$ -$ 75$ -$ 500$ -$ -$ -$ -$ -$
Transit Fund -$ -$ 75$ -$ 500$ -$ -$ -$ -$ -$
Park Major Maintenance & Repairs -$ 150$ -$ -$ 175$ -$ 15$ 250$ -$ -$
Devaul Basketball Court Replacement -$ -$ -$ -$ -$-$ 15$ 250$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ 15$ 250$ -$ -$
Johnson Park Sidewalk & Tree Replacement -$ -$ -$ -$ 175$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 175$ -$ -$ -$ -$ -$
Landscape Controller System Upgrade to Calsense -$ 150$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 150$ -$ -$ -$-$ -$ -$ -$ -$
Parking Pay Station Installation 500$ 500$ -$ -$ -$-$ -$ -$ -$ -$
Parking Pay Station Installation 500$ 500$ -$ -$ -$-$ -$ -$ -$ -$
Parking Fund 500$ 500$ -$ -$ -$-$ -$ -$ -$ -$
Playground Equipment Replacement 550$ -$ 540$ 100$ -$ 850$ 100$ 500$ -$ 100$
Anholm Playground Equipment Replacement -$ -$ -$ -$ -$-$ 100$ 500$ -$ -$
Grant -$ -$ -$ -$ -$-$ -$ 500$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ 100$ -$ -$ -$
DeVaul Ranch Playground Replacement 550$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 550$ -$ -$ -$ -$-$ -$ -$ -$ -$
French Park Playground Equipment Replacement -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Laguna Hills Playground Replacement -$ -$ -$ 100$ -$ 850$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 100$ -$ 850$ -$ -$ -$ -$
Vista Lago Playground Replacement -$ -$ 540$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ -$ 540$ -$ -$-$ -$ -$ -$ -$
Police Building - 1042 Tenant Improvements 600$ 4,300$ -$ -$ -$-$ -$ -$ -$ -$
Police Building - 1042 Paint and Carpet Replacement 250$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Replacement Fund 250$ -$ -$ -$ -$-$ -$ -$ -$ -$
CIP by Type 15 of 26
Attachment A: Strategic Budget Direction - Page #57 Page 965 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Police Building - 1042 TI 350$ 3,000$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay 350$ 3,000$ -$ -$ -$-$ -$ -$ -$ -$
Police Building - 1042 TI (HVAC Package Unit Replacement)-$ 300$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 300$ -$ -$ -$-$ -$ -$ -$ -$
Police Building - 1042 TI (Hydronic System)-$ 1,000$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 1,000$ -$ -$ -$-$ -$ -$ -$ -$
Police Range Facility Improvements and Rehabilitation -$ -$ -$ -$ 250$ 750$ -$ -$ -$ -$
Police Range Facility Improvements and Rehabilitation -$ -$ -$ -$ 250$ 750$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 250$ 750$ -$ -$ -$ -$
Public Safety Center -$ 200$ -$ -$ 300$ 1,000$ -$ -$ -$ -$
Public Safety Center Entitlements/Design -$ -$ -$ -$ 300$ 1,000$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 300$ 1,000$ -$ -$ -$ -$
Public Safety Center Programming -$ 200$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 200$ -$ -$ -$-$ -$ -$ -$ -$
Storm Response and Recovery 100$ 2,169$ -$ 1,972$ 3,700$ 1,856$ -$ -$ -$ -$
Laguna Lake Golf Course Bridge Replacement -$ 600$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 600$ -$ -$ -$-$ -$ -$ -$ -$
Mission Plaza Creek Sidewalk Repair -$ -$ -$ 870$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 870$ -$ -$ -$ -$ -$ -$
Mitigation Planting 100$ 1,569$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure 100$ 1,569$ -$ -$ -$-$ -$ -$ -$ -$
Prefumo Creek Grade Structure -$ -$ -$ 902$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 902$ -$ -$ -$ -$ -$ -$
SLO Creek Repairs at Elks Lodge -$ -$ -$ 200$ 3,700$ 1,856$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 200$ 3,700$ 1,856$ -$ -$ -$ -$
Traffic Maintenance and Replacement 9$ -$ -$ -$ -$-$ -$ -$ -$ -$
No Parking Sign Installations 9$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay 9$ -$ -$ -$ -$-$ -$ -$ -$ -$
Asset Maintenance - Utilities 11,938$ 10,152$ 2,095$ 9,500$ 19,383$ 15,599$ 2,663$ 2,453$ 2,478$ 4,388$
California Ave - Stafford to Mill 2,400$ -$ -$ -$ -$-$ -$ -$ -$ -$
California Ave - Stafford to Mill 2,400$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 2,400$ -$ -$ -$ -$-$ -$ -$ -$ -$
Chorro - Boysen to Rougeot Pipeline Replacement -$ 2,750$ -$ -$ -$-$ -$ -$ -$ -$
Chorro - Boysen to Rougeot Pipeline Replacement -$ 2,750$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ 2,750$ -$ -$ -$-$ -$ -$ -$ -$
Edna Tank Recoating -$ -$ -$ 3,000$ -$-$ -$ -$ -$ -$
Edna Water Tank Recoating -$ -$ -$ 3,000$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ -$ 3,000$ -$-$ -$ -$ -$ -$
Fire Hydrants 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ -$ -$
Fire Hydrants 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ -$ -$
Sewer Fund 55$ 55$ 55$ 55$ 55$ 55$ 55$ 55$ -$ -$
Groundwater Well Development Program [91506]2,250$ -$ -$ -$ -$-$ -$ -$ -$ -$
Construct Extraction and Treatment Wells 2,000$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 2,000$ -$ -$ -$ -$-$ -$ -$ -$ -$
Construct Monitoring Wells 250$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 250$ -$ -$ -$ -$-$ -$ -$ -$ -$
Highland at UPRR and Cal Poly -$ -$ -$ -$ 850$ -$ -$ -$ -$ -$
Highland at UPRR and Cal Poly -$ -$ -$ -$ 850$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 850$ -$ -$ -$ -$ -$
Inflow/Infiltration Reduction 420$ 420$ 420$ 250$ 250$ -$ -$ -$ -$ -$
Inflow/Infiltration Reduction 420$ 420$ 420$ 250$ 250$ -$ -$ -$ -$ -$
Sewer Fund 420$ 420$ 420$ 250$ 250$ -$ -$ -$ -$ -$
Murry, Chorro, Meineke Sewer Main -$ 260$ -$ -$ -$-$ -$ -$ -$ -$
Murray, Chorro, Meineke -$ 260$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ 260$ -$ -$ -$-$ -$ -$ -$ -$
Point Repair 250$ -$ 250$ -$ 350$ -$ -$ -$ -$ -$
Water System Point Repairs 250$ -$ 250$ -$ 350$ -$ -$ -$ -$ -$
Water Fund 250$ -$ 250$ -$ 350$ -$ -$ -$ -$ -$
Point Repairs - Wastewater Collections System 340$ 240$ 240$ -$ 240$ -$ -$ -$ -$ -$
Point Repairs - Wastewater Collections System 340$ 240$ 240$ -$ 240$ -$ -$ -$ -$ -$
Sewer Fund 340$ 240$ 240$ -$ 240$ -$ -$ -$ -$ -$
Recycled Water Maintenance -$ 10$ 10$ 10$ 10$ -$ -$ -$ -$ -$
Recycled Water Annual UV Bulb Replacement -$ 10$ 10$ 10$ 10$ -$ -$ -$ -$ -$
Water Fund -$ 10$ 10$ 10$ 10$ -$ -$ -$ -$ -$
Recycled Water Orcutt Street - Fernwood to Laurel -$ 1,900$ -$ -$ -$-$ -$ -$ -$ -$
Recycled Water Orcutt Street - Fernwood to Laurel -$ 1,900$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ 1,900$ -$ -$ -$-$ -$ -$ -$ -$
Recycled Water Pump Station Maintenance -$ 45$ -$ -$ 45$ -$ -$ -$ -$ -$
Recycled Water Pump Upgrade -$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
RW Effluent Meter Replacement -$ 45$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ 45$ -$ -$ -$-$ -$ -$ -$ -$
Recycled Water Tank 100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Chemical Storage Tank Replacement 100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer - Major Maintenance -$ -$ -$ -$ -$50$ 50$ -$ -$ 2,000$
Sewer Major Maintenance -$ -$ -$ -$ -$50$ 50$ -$ -$ 2,000$
Sewer Fund -$ -$ -$ -$ -$50$ 50$ -$ -$ 2,000$
CIP by Type 16 of 26
Attachment A: Strategic Budget Direction - Page #58 Page 966 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Sewer Lift Station Maintenance 350$ -$ 80$ -$ 80$ -$ -$ -$ -$ -$
Laguna Lift Station Pump Upgrade 150$ -$ 80$ -$ 80$ -$ -$ -$ -$ -$
Sewer Fund 150$ -$ 80$ -$ 80$ -$ -$ -$ -$ -$
Screw Press 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Lift Station Replacement - Airport -$ -$ -$ 3,645$ -$-$ -$ -$ -$ -$
Airport Lift Station -$ -$ -$ 3,645$ -$-$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ 3,645$ -$-$ -$ -$ -$ -$
Sewer Maintenance Cover Adjustments 110$ 30$ 30$ 35$ 35$ -$ -$ -$ -$ -$
Sewer Maintenance Hole Cover Adjustments 110$ 30$ 30$ 35$ 35$ -$ -$ -$ -$ -$
Sewer Fund 110$ 30$ 30$ 35$ 35$ -$ -$ -$ -$ -$
Sewer-main Replacement: Foothill Siphon -$ -$ -$ 150$ 1,950$ -$ -$ -$ -$ -$
Foothill Sewer Siphon Replacement -$ -$ -$ 150$ 1,950$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ 150$ 1,950$ -$ -$ -$ -$ -$
Sewer-main Replacement: Serrano, Bressi, Dana, and Higuera -$ -$ -$ -$ 1,895$ -$ -$ -$ -$ -$
Sewer Main Replacement: Serrano, Bressi, Dana and Higuera -$ -$ -$ -$ 1,895$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ 1,895$ -$ -$ -$ -$ -$
Source Water Strategic Plan -$ -$ -$ 300$ 1,300$ -$ -$ -$ -$ -$
Source Water Strategic Plan -$ -$ -$ 300$ 1,300$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ 300$ 1,300$ -$ -$ -$ -$ -$
Stenner Canyon Waterline Replacement -$ -$ -$ 80$ 1,100$ -$ -$ -$ -$ -$
Stenner Canyon Waterline Replacement -$ -$ -$ 80$ 1,100$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ 80$ 1,100$ -$ -$ -$ -$ -$
T-3 Water Storage Tank Replacement - High Pressure Zone -$ 500$ -$ -$ 9,250$ -$ -$ -$ -$ -$
Reservoir 2 Replacement -$ 500$ -$ -$ 9,250$ -$ -$ -$ -$ -$
Water Fund -$ 500$ -$ -$ 9,250$ -$ -$ -$ -$ -$
Trench Repairs 365$ 365$ 365$ 370$ 370$ -$ -$ -$ -$ -$
Trench Repairs- Sewer 25$ 25$ 25$ 30$ 30$ -$ -$ -$ -$ -$
Sewer Fund 25$ 25$ 25$ 30$ 30$ -$ -$ -$ -$ -$
Trench Repairs- Water 340$ 340$ 340$ 340$ 340$ -$ -$ -$ -$ -$
Water Fund 340$ 340$ 340$ 340$ 340$ -$ -$ -$ -$ -$
Utilites Maintenance -$ 45$ -$ -$ 60$ -$ -$ -$ -$ -$
Cityworks Sewer Strategic Plan & Implementation -$ 20$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ 20$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Coating Maintenance -$ 25$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund -$ 25$ -$ -$ -$ -$ -$ -$ -$ -$
Sludge Dry Bed Polymer Feed and Piping -$ -$ -$ -$ 60$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 60$ -$ -$ -$ -$ -$
Utilities Fleet 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Wastewater Collection Van Camera Replacement 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Utilities Maintenance 275$ 250$ -$ -$ -$-$ -$ -$ -$ -$
Rebuild Influent Storm Pumps 75$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 75$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Asset Replacement 200$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Headworks Grit Piping and Blowers -$ 250$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ 250$ -$ -$ -$-$ -$ -$ -$ -$
Water - Major Maintenance -$ -$ -$ -$ -$12,414$ 2,558$ 2,398$ 2,478$ 2,388$
Water - Major Maintenance -$ -$ -$ -$ -$12,414$ 2,558$ 2,398$ 2,478$ 2,388$
Water Fund -$ -$ -$ -$ -$12,414$ 2,558$ 2,398$ 2,478$ 2,388$
Water Distribution System 113$ -$ 120$ 1,280$ 1,038$ -$ -$ -$ -$ -$
Actiflo Electrical Panel Replacement -$ -$ -$ 100$ -$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ 100$ -$ -$ -$ -$ -$ -$
Actiflo Poly Blend Units 25$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 25$ -$ -$ -$ -$-$ -$ -$ -$ -$
Cityworks Integration (water)-$ -$ 120$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 120$ -$ -$-$ -$ -$ -$ -$
Contact Basin Drain Repair - Ozone System 38$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Water Fund 38$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Effluent Pipe Corrosion Protection 50$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Water Fund 50$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Facility Master Plan -$ -$ -$ 700$ 1,000$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ 700$ 1,000$ -$ -$ -$ -$ -$
Package Thickener -$ -$ -$ 480$ -$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ 480$ -$ -$ -$ -$ -$ -$
Washwater Reclamation Pipe Cleaning -$ -$ -$ -$ 38$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 38$ -$ -$ -$ -$ -$
Water Distribution System Hydraulic Model Update -$ -$ 120$ -$ -$-$ -$ -$ -$ -$
Water Distribution System - Infrastructure Renewal Strategy (IRS)-$ -$ 120$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 120$ -$ -$ -$ -$ -$ -$ -$
Water Fund Installations 173$ 173$ 173$ 173$ 173$ -$ -$ -$ -$ -$
Chemical System Maintenance 33$ 33$ 33$ 33$ 33$ -$ -$ -$ -$ -$
Water Fund 33$ 33$ 33$ 33$ 33$ -$ -$ -$ -$ -$
Ozone System Maintenance 140$ 140$ 140$ 140$ 140$ -$ -$ -$ -$ -$
Water Fund 140$ 140$ 140$ 140$ 140$ -$ -$ -$ -$ -$
Water Fund Fund Installations 7$ 7$ 7$ 7$ 7$ -$ -$ -$ -$ -$
CIP by Type 17 of 26
Attachment A: Strategic Budget Direction - Page #59 Page 967 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Compressor and Dryer Maintenance 7$ 7$ 7$ 7$ 7$ -$ -$ -$ -$ -$
Water Fund 7$ 7$ 7$ 7$ 7$ -$ -$ -$ -$ -$
Water Main Replacement -$ -$ -$ -$ 180$ 3,080$ -$ -$ -$ -$
Foothill - Chorro to California 24" Pipeline Inter-tie -$ -$ -$ -$ 180$ 3,080$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 180$ 3,080$ -$ -$ -$ -$
Water Meters and Boxes 1,450$ 1,450$ 50$ 50$ 50$ -$ -$ -$ -$ -$
Water Meter and Box (Sewer Fund)958$ 958$ 25$ 25$ 25$ -$ -$ -$ -$ -$
Sewer Fund 958$ 958$ 25$ 25$ 25$ -$ -$ -$ -$ -$
Water Meter Boxes (Water Fund)492$ 492$ 25$ 25$ 25$ -$ -$ -$ -$ -$
Water Fund 492$ 492$ 25$ 25$ 25$ -$ -$ -$ -$ -$
Water Storage Tank Inspection and Cleaning 10$ 10$ 90$ 10$ 10$ -$ -$ -$ -$ -$
Reservoir 1 Floating Cover -$ -$ 45$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 45$ -$ -$-$ -$ -$ -$ -$
Reservoir 2 Floating Cover -$ -$ 45$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 45$ -$ -$-$ -$ -$ -$ -$
Storage Tanks 10$ 10$ -$ 10$ 10$ -$ -$ -$ -$ -$
Water Fund 10$ 10$ -$ 10$ 10$ -$ -$ -$ -$ -$
Water Treatment Plant - Water Meter Replacement 55$ 82$ -$ -$ -$ -$ -$ -$ -$ -$
Drying Bed Meters 5$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 5$ -$ -$ -$ -$-$ -$ -$ -$ -$
Effluent Meter Replacement -$ 32$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ 32$ -$ -$ -$-$ -$ -$ -$ -$
Salinas Water Meter 50$ 50$ -$ -$ -$ -$ -$ -$ -$ -$
Water Fund 50$ 50$ -$ -$ -$ -$ -$ -$ -$ -$
Water Valve Cover Adjustments 285$ 35$ 35$ 35$ 35$ -$ -$ -$ -$ -$
Water Valve Cover Adjustments 285$ 35$ 35$ 35$ 35$ -$ -$ -$ -$ -$
Water Fund 285$ 35$ 35$ 35$ 35$ -$ -$ -$ -$ -$
Waterline Abandonment & Connections -$ 50$ 50$ 50$ 50$ -$ -$ -$ -$ -$
Waterline Abandonment & Connections -$ 50$ 50$ 50$ 50$ -$ -$ -$ -$ -$
Water Fund -$ 50$ 50$ 50$ 50$ -$ -$ -$ -$ -$
WRRF - Building Maintenance 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Lab Admin HVAC 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
WRRF - Digester Flare Upgrade -$ 1,475$ -$ -$ -$ -$ -$ -$ -$ -$
WRRF - Digester Flare Upgrade -$ 1,475$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund -$ 1,475$ -$ -$ -$ -$ -$ -$ -$ -$
WTP - Filter Media Replacement and Underdrain Repairs 480$ -$ -$ -$ -$-$ -$ -$ -$ -$
Filter Media Replacement and Underdrain Repairs 480$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 480$ -$ -$ -$ -$-$ -$ -$ -$ -$
Islay Sewer Replacement 2,100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Islay Sewer Replacement 2,100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 2,100$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Asset Replacement - Utilities 3,801$ 926$ 12,060$ 200$ 720$ 11,730$ 13,025$ 13,455$ 9,065$ 12,853$
Development Impact Fee Study 40$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Water - Development Impact Fee Study 40$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund 20$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 20$ -$ -$ -$ -$-$ -$ -$ -$ -$
Foothill Sewer Lift Station Replacement -$ -$ -$ -$ 400$ -$ -$ -$ -$ -$
Foothill Sewer Lift Station Replacement -$ -$ -$ -$ 400$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ 400$ -$ -$ -$ -$ -$
Recycled Water Storage Tank -$ -$ -$ -$ 20$ -$ -$ -$ -$ -$
Recycled Water Storage Expansion Study -$ -$ -$ -$ 20$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 20$ -$ -$ -$ -$ -$
Sewer - Pipeline Replacement -$ -$ -$ -$ -$6,030$ 3,240$ 5,980$ 2,900$ 4,998$
Sewer Pipeline Replacement -$ -$ -$ -$ -$6,030$ 3,240$ 5,980$ 2,900$ 4,998$
Sewer Fund -$ -$ -$ -$ -$6,030$ 3,240$ 5,980$ 2,900$ 4,998$
Sewer Lift Station Replacement - Silver City 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Silver City Sewer Lift Station Replacement 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Main Replacement 35$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Oceanaire - Cayucos to Froom Road 35$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund 35$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Ocenaire - Laguna to Cayucos -$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Sewer Main Replacement: Broad, Murray, and Chorro -$ -$ 145$ -$ -$-$ -$ -$ -$ -$
Sewer Main Replacement: Broad, Murray, and Chorro -$ -$ 145$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ -$ 145$ -$ -$-$ -$ -$ -$ -$
Sewer Main Replacement: Buchon - Morro to Johnson 135$ -$ 2,485$ -$ -$-$ -$ -$ -$ -$
Sewer Main Replacement: Buchon - Morro to Johnson 135$ -$ 2,485$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund 135$ -$ 2,485$ -$ -$ -$ -$ -$ -$ -$
Sewer-main Replacement: Morro, Mill, Santa Rosa, and Chorro 45$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Morro, Mill, Santa Rosa, Chorro Pipeline Replacement 45$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Sewer Fund 45$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer-main Replacements: Taft, Hathaway, etc 330$ -$ -$ -$ -$-$ -$ -$ -$ -$
Taft, Hathaway, Phillips, Buena Vista, and Loomis 330$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 330$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer-main Replacements: San Jose, Ramona, Monte Vista, and California -$ 310$ -$ -$ -$-$ -$ -$ -$ -$
San Jose, Ramona, Monte Vista, and California Pipeline Replacement -$ 310$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ 310$ -$ -$ -$ -$ -$ -$ -$ -$
CIP by Type 18 of 26
Attachment A: Strategic Budget Direction - Page #60 Page 968 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
SGMA GSP 150$ 150$ 150$ 150$ 150$ -$ -$ -$ -$ -$
SGMA GSP 150$ 150$ 150$ 150$ 150$ -$ -$ -$ -$ -$
Water Fund 150$ 150$ 150$ 150$ 150$ -$ -$ -$ -$ -$
Water - Pipeline Replacement -$ -$ -$ -$ -$5,700$ 9,785$ 7,475$ 6,165$ 7,855$
Water - Pipeline Replacement -$ -$ -$ -$ -$5,700$ 9,785$ 7,475$ 6,165$ 7,855$
Water Fund -$ -$ -$ -$ -$5,700$ 9,785$ 7,475$ 6,165$ 7,855$
Water Meters and Boxes 466$ 466$ -$ -$ -$-$ -$ -$ -$ -$
Water Meters and Boxes - AMI Radio 466$ 466$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 466$ 466$ -$ -$ -$ -$ -$ -$ -$ -$
Waterline Replacement: Chorro - Highland to Meinecke 100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Chorro - Highland to Meinecke 24 inch Pipeline Replacement 100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 100$ -$ -$ -$ -$-$ -$ -$ -$ -$
Waterline Replacement: Santa Rosa - Stenner Creek Road to Highland -$ -$ 9,230$ -$ -$-$ -$ -$ -$ -$
Water Line Replacement: Santa Rosa - Stenner Creek -$ -$ 9,230$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 9,230$ -$ -$ -$ -$ -$ -$ -$
WRRF Asset Replacement -$ -$ 50$ 50$ 50$ -$ -$ -$ -$ -$
UV Bulb Replacement (annual replacement)-$ -$ 50$ 50$ 50$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ 50$ 50$ 50$ -$ -$ -$ -$ -$
WRRF Upgrade 2,000$ -$ -$ -$ -$-$ -$ -$ -$ -$
WRRF Facility Upgrade Construction 2,000$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 2,000$ -$ -$ -$ -$-$ -$ -$ -$ -$
WTP - Roof Replacement 300$ -$ -$ -$ -$-$ -$ -$ -$ -$
Roof replacement 300$ -$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund 300$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Reserve 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 3,000$ 4,000$ 4,000$
CIP Reserve 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 3,000$ 4,000$ 4,000$
CIP Reserve 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 3,000$ 4,000$ 4,000$
Local Revenue Measure 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 3,000$ 4,000$ 4,000$
IT Replacement 1,783$ 645$ 2,098$ 2,612$ 1,187$ 1,686$ 897$ 1,400$ 2,292$ 2,113$
IT Replacement 1,783$ 645$ 2,098$ 2,612$ 1,187$ 1,686$ 897$ 1,400$ 2,292$ 2,113$
911 Phone System -$ -$ -$ -$ 300$ -$ -$ -$ -$ -$
IT Replacement Fund -$ -$ -$ -$ 300$ -$ -$ -$ -$ -$
Access Control (Automatic Gate Card System)-$ -$ 150$ -$ -$-$ -$ 174$ -$ -$
IT Replacement Fund -$ -$ 150$ -$ -$-$ -$ 174$ -$ -$
Asset Works Upgrades -$ -$ 143$ -$ -$-$ -$ -$ -$ -$
IT Replacement Fund -$ -$ 143$ -$ -$-$ -$ -$ -$ -$
Audio Recording System Replacement -$ 174$ -$ -$ -$-$ 200$ -$ -$ -$
IT Replacement Fund -$ 174$ -$ -$ -$-$ 200$ -$ -$ -$
Body Worn Cameras and In-Car Video Replacement -$ -$ -$ -$ 250$ -$ -$ -$ 281$ -$
IT Replacement Fund -$ -$ -$ -$ 250$ -$ -$ -$ 281$ -$
CAD/RMS Replacement -$ -$ 900$ -$ -$-$ -$ -$ -$ -$
IT Replacement Fund -$ -$ 900$ -$ -$ -$ -$ -$ -$ -$
Chamber AV Replacement (Broadcast System)-$ -$ -$ 250$ -$ -$ -$ -$ -$ -$
IT Replacement Fund -$ -$ -$ 250$ -$ -$ -$ -$ -$ -$
City SAN -$ 223$ -$ -$ -$ 251$ -$ -$ -$ 283$
IT Replacement Fund -$ 200$ -$ -$ -$226$ -$ -$ -$ 254$
Parking Fund -$ 2$ -$ -$ -$3$ -$ -$ -$ 3$
Sewer Fund -$ 9$ -$ -$ -$10$ -$ -$ -$ 12$
Transit Fund -$ 2$ -$ -$ -$ 3$ -$ -$ -$ 3$
Water Fund -$ 9$ -$ -$ -$ 10$ -$ -$ -$ 12$
Citywide Radio Simulcast Backend Upgrade (Tait)-$ -$ -$ 850$ -$ -$ -$ -$ -$ -$
IT Replacement Fund -$ -$ -$ 850$ -$ -$ -$ -$ -$ -$
ECC Computers -$ -$ -$ 169$ -$ -$ -$ 190$ -$ -$
IT Replacement Fund -$ -$ -$ 169$ -$ -$ -$ 190$ -$ -$
ECC Audio Visual System -$ -$ -$ -$ -$-$ -$ -$ 457$ -$
IT Replacement Fund -$ -$ -$ -$ -$-$ -$ -$ 457$ -$
ECC Equipment Replacement -$ -$ 39$ 39$ -$ -$ 44$ 44$ -$ -$
IT Replacement Fund -$ -$ 39$ 39$ -$ -$ 44$ 44$ -$ -$
ECC Radio Consoles -$ -$ -$ -$ -$ -$ -$ -$ 202$ -$
IT Replacement Fund -$ -$ -$ -$ -$ -$ -$ -$ 202$ -$
ECC UPS 161$ -$ -$ -$ -$ -$ -$ 198$ -$ -$
IT Replacement Fund 161$ -$ -$ -$ -$ -$ -$ 198$ -$ -$
Escribe replacement -$ -$ 40$ -$ -$ -$ -$ -$ -$ -$
IT Replacement Fund -$ -$ 40$ -$ -$-$ -$ -$ -$ -$
Facility Security Cameras 51$ -$ -$ 46$ -$ 59$ 61$ -$ 54$ -$
IT Replacement Fund 37$ -$ -$ 34$ -$ 43$ 44$ -$ 39$ -$
Parking Fund 10$ -$ -$ 9$ -$ 12$ 12$ -$ 11$ -$
Sewer Fund 1$ -$ -$ 1$ -$ 1$ 1$ -$ 1$ -$
Transit Fund 3$ -$ -$ 3$ -$ 4$ 4$ -$ 3$ -$
Facility Security Citywide Camera Storage -$ -$ -$ 46$ -$ -$ -$ -$ 54$ -$
IT Replacement Fund -$ -$ -$ 34$ -$ -$ -$ -$ 39$ -$
Parking Fund -$ -$ -$ 9$ -$ -$ -$ -$ 11$ -$
Sewer Fund -$ -$ -$ 1$ -$ -$ -$ -$ 1$ -$
Transit Fund -$ -$ -$ 3$ -$ -$ -$ -$ 3$ -$
Fire Station Alerting System 340$ -$ -$ -$ -$375$ -$ -$ -$ -$
IT Replacement Fund 340$ -$ -$ -$ -$375$ -$ -$ -$ -$
CIP by Type 19 of 26
Attachment A: Strategic Budget Direction - Page #61 Page 969 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Firewall Replacement -$ -$ -$ -$ 289$ -$ -$ -$ -$ 335$
IT Replacement Fund -$ -$ -$ -$ 239$ -$ -$ -$ -$ 277$
Parking Fund -$ -$ -$ -$ 8$ -$ -$ -$ -$ 10$
Sewer Fund -$ -$ -$ -$ 21$ -$ -$ -$ -$ 24$
Transit Fund -$ -$ -$ -$ 1$ -$ -$ -$ -$ 1$
Water Fund -$ -$ -$ -$ 20$ -$ -$ -$ -$ 23$
IT Replacement -$ -$ -$ -$ -$-$ -$ -$ -$ 200$
Sewer Fund -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Water Fund -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Network Security Upgrade -$ -$ 136$ -$ -$149$ -$ -$ 163$ -$
IT Replacement Fund -$ -$ 113$ -$ -$123$ -$ -$ 134$ -$
Parking Fund -$ -$ 4$ -$ -$4$ -$ -$ 5$ -$
Sewer Fund -$ -$ 9$ -$ -$10$ -$ -$ 11$ -$
Transit Fund -$ -$ 1$ -$ -$1$ -$ -$ 1$ -$
Water Fund -$ -$ 10$ -$ -$11$ -$ -$ 12$ -$
Network Switching Infrastructure Equipment -$ -$ -$ 544$ -$ -$ -$ -$ 630$ -$
IT Replacement Fund -$ -$ -$ 525$ -$ -$ -$ -$ 609$ -$
Parking Fund -$ -$ -$ 13$ -$ -$ -$ -$ 15$ -$
Transit Fund -$ -$ -$ 6$ -$ -$ -$ -$ 7$ -$
Network Switching Infratstructure Equipment -$ -$ -$ 93$ -$ -$ -$ -$ 108$ -$
Sewer Fund -$ -$ -$ 58$ -$ -$ -$ -$ 68$ -$
Water Fund -$ -$ -$ 35$ -$ -$ -$ -$ 40$ -$
New PD LPR Cameras At Traffic Signals 35$ 14$ 14$ 14$ 14$ 14$ 14$ 14$ 14$ 14$
Local Revenue Measure 35$ 14$ 14$ 14$ 14$ 14$ 14$ 14$ 14$ 14$
Parks & Rec ActiveNet Software Replacement -$ -$ 50$ -$ -$-$ -$ -$ -$ -$
IT Replacement Fund -$ -$ 50$ -$ -$ -$ -$ -$ -$ -$
PD Data Storage -$ 163$ -$ -$ -$ 184$ -$ -$ -$ 207$
IT Replacement Fund -$ 57$ -$ -$ -$184$ -$ -$ -$ 207$
Local Revenue Measure -$ 106$ -$ -$ -$-$ -$ -$ -$ -$
PD/City backup storage, secondary storage -$ -$ -$ 87$ -$ -$ -$ -$ 101$ -$
IT Replacement Fund -$ -$ -$ 78$ -$ -$ -$ -$ 91$ -$
Parking Fund -$ -$ -$ 1$ -$ -$ -$ -$ 1$ -$
Sewer Fund -$ -$ -$ 3$ -$ -$ -$ -$ 4$ -$
Transit Fund -$ -$ -$ 1$ -$ -$ -$ -$ 1$ -$
Water Fund -$ -$ -$ 3$ -$ -$ -$ -$ 4$ -$
Police CAD Hardware (Servers and Storage)-$ -$ 406$ -$ -$ -$ -$ 470$ -$ -$
IT Replacement Fund -$ -$ 406$ -$ -$-$ -$ 470$ -$ -$
Public Safety MDC 443$ -$ -$ -$ -$515$ -$ -$ -$ -$
IT Replacement Fund 443$ -$ -$ -$ -$515$ -$ -$ -$ -$
Public Safety POD Cameras 63$ 61$ 51$ -$ 71$ 70$ 55$ -$ 80$ 77$
IT Replacement Fund 63$ 61$ 51$ -$ 71$ 70$ 55$ -$ 80$ 77$
Radio Handhelds & Mobiles 145$ -$ -$ 144$ -$ -$ -$ 178$ -$ -$
IT Replacement Fund 145$ -$ -$ 144$ -$ -$ -$ 178$ -$ -$
Radios, Mobiles and stations not replaced - EF & PW Only -$ -$ -$ -$ -$ -$ 234$ -$ -$ -$
IT Replacement Fund -$ -$ -$ -$ -$ -$ 68$ -$ -$ -$
Parking Fund -$ -$ -$ -$ -$-$ 25$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ 68$ -$ -$ -$
Transit Fund -$ -$ -$ -$ -$-$ 6$ -$ -$ -$
Water Fund -$ -$ -$ -$ -$-$ 68$ -$ -$ -$
Security Video System Replacement (Camera&Software)-$ -$ -$ 64$ -$ -$ -$ -$ 75$ -$
IT Replacement Fund -$ -$ -$ 64$ -$ -$ -$ -$ 75$ -$
Storage Refresh/Expansion (PD)-$ -$ -$ -$ 140$ -$ -$ -$ -$ 162$
IT Replacement Fund -$ -$ -$ -$ 140$ -$ -$ -$ -$ 162$
Uninterruptible Power Supplies (UPS’s Servers and Storage)-$ -$ 54$ -$ -$ 59$ -$ -$ 64$ -$
IT Replacement Fund -$ -$ 46$ -$ -$50$ -$ -$ 55$ -$
Parking Fund -$ -$ 1$ -$ -$1$ -$ -$ 1$ -$
Sewer Fund -$ -$ 3$ -$ -$4$ -$ -$ 4$ -$
Transit Fund -$ -$ 1$ -$ -$1$ -$ -$ 1$ -$
Water Fund -$ -$ 2$ -$ -$2$ -$ -$ 3$ -$
Virtual Private Network Replace -$ -$ -$ -$ 113$ -$ -$ -$ -$ 131$
IT Replacement Fund -$ -$ -$ -$ 93$ -$ -$ -$ -$ 108$
Parking Fund -$ -$ -$ -$ 1$ -$ -$ -$ -$ 1$
Sewer Fund -$ -$ -$ -$ 16$ -$ -$ -$ -$ 18$
Transit Fund -$ -$ -$ -$ 1$ -$ -$ -$ -$ 1$
Water Fund -$ -$ -$ -$ 3$ -$ -$ -$ -$ 3$
VMware Infrastructure Upgrade 234$ -$ -$ 255$ -$ -$ 279$ -$ -$ 305$
IT Replacement Fund 191$ -$ -$ -$ -$-$ 228$ -$ -$ 249$
Local Revenue Measure -$ -$ -$ 209$ -$ -$ -$ -$ -$ -$
Parking Fund 1$ -$ -$ 1$ -$ -$ 2$ -$ -$ 2$
Sewer Fund 21$ -$ -$ 23$ -$ -$ 25$ -$ -$ 27$
Transit Fund 5$ -$ -$ 5$ -$ -$ 6$ -$ -$ 6$
Water Fund 16$ -$ -$ 17$ -$ -$ 19$ -$ -$ 21$
VoIP Telephone System 298$ -$ -$ -$ -$-$ -$ -$ -$ 389$
IT Replacement Fund 246$ -$ -$ -$ -$-$ -$ -$ -$ 321$
Parking Fund 20$ -$ -$ -$ -$-$ -$ -$ -$ 26$
Sewer Fund 13$ -$ -$ -$ -$-$ -$ -$ -$ 17$
Transit Fund 3$ -$ -$ -$ -$-$ -$ -$ -$ 4$
Water Fund 17$ -$ -$ -$ -$ -$ -$ -$ -$ 22$
CIP by Type 20 of 26
Attachment A: Strategic Budget Direction - Page #62 Page 970 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Wireless System Citywide -$ -$ 105$ -$ -$-$ -$ 122$ -$ -$
IT Replacement Fund -$ -$ 82$ -$ -$-$ -$ 95$ -$ -$
Parking Fund -$ -$ 3$ -$ -$-$ -$ 3$ -$ -$
Sewer Fund -$ -$ 13$ -$ -$-$ -$ 15$ -$ -$
Transit Fund -$ -$ 1$ -$ -$-$ -$ 2$ -$ -$
Water Fund -$ -$ 7$ -$ -$-$ -$ 8$ -$ -$
PublicInput Software 13$ 10$ 10$ 10$ 10$ 10$ 10$ 10$ 10$ 10$
IT Replacement Fund 13$ 10$ 10$ 10$ 10$ 10$ 10$ 10$ 10$ 10$
Fleet 1,916$ 2,528$ 4,115$ 4,059$ 4,254$ 3,764$ 3,800$ 4,359$ 1,184$ 1,903$
919 Generator -$ -$ -$ -$ -$-$ -$ 300$ -$ -$
Parking Services - 919 Generator -$ -$ -$ -$ -$-$ -$ 300$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ 150$ -$ -$
Parking Fund -$ -$ -$ -$ -$-$ -$ 150$ -$ -$
Admin Fleet -$ -$ -$ -$ 50$ 252$ 100$ 159$ -$ -$
City Hall and 919 Pool Cars (1541, 1710, 1711, 1720, 1721) EV -$ -$ -$ -$ 50$ 100$ 100$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 50$ 100$ 100$ -$ -$ -$
Information Tech SUV (1826) EV -$ -$ -$ -$ -$-$ -$ 80$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 80$ -$ -$
Information Tech Van (1634) EV -$ -$ -$ -$ -$73$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$73$ -$ -$ -$ -$
Information Tech Van (1815) EV -$ -$ -$ -$ -$-$ -$ 80$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 80$ -$ -$
Natural Resources Pickup Truck 4x4 (1520) EV -$ -$ -$ -$ -$79$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ 79$ -$ -$ -$ -$
Community Develoment Fleet -$ -$ -$ -$ -$ -$ -$ 325$ -$ -$
Community Development 2 Sedan & 3 SUV's (1707, 1708, 1712, 1735, 1736 -$ -$ -$ -$ -$-$ -$ 325$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ 325$ -$ -$
Fire Fleet 300$ 675$ 450$ 1,900$ 1,290$ 800$ 850$ 850$ 350$ 480$
1/2 Ton SUV - Battallion Chief Vehicle (1706)-$ -$ 100$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 100$ -$ -$-$ -$ -$ -$ -$
1/2 Ton SUV - General Utility Vehicle (1406)-$ -$ 50$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 50$ -$ -$ -$ -$ -$ -$ -$
Cart Utility w/ Dump Bed (1802)-$ 25$ -$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ 25$ -$ -$ -$ -$ -$ -$ -$ -$
Connect Van XL (2201)-$ -$ -$ -$ -$-$ -$ 50$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 50$ -$ -$
Engine 3 (2004)-$ -$ -$ -$ -$-$ -$ -$ 350$ 350$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ -$ 350$ 350$
Fire 1/2 ton Truck (2)-$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$ -$ 100$ -$ -$ -$
Fire Truck 1 - Tiller Ladder Truck (Replacement) (1017) -$ -$ -$ 1,300$ 300$ 300$ 300$ 300$ -$ -$
Fleet Replacement Fund -$ -$ -$ 300$ 300$ 300$ 300$ 300$ -$ -$
Grant -$ -$ -$ 1,000$ -$ -$ -$ -$ -$ -$
Fire Truck 2 - Quint (Replacement) (1814)-$ -$ -$ 300$ 300$ 300$ 300$ 300$ -$ -$
Fleet Replacement Fund -$ -$ -$ 300$ 300$ 300$ 300$ 300$ -$ -$
Forklift (1626)-$ -$ -$ -$ -$-$ -$ -$ -$ 30$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ -$ -$ 30$
Medic Rescue (Ambulance) (1822)-$ -$ -$ -$ 300$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 300$ -$ -$ -$ -$ -$
Patrol - Type VI Fire Engine -$ 350$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 350$ -$ -$ -$-$ -$ -$ -$ -$
Pickup 1/2 ton (0801) -$ -$ -$ -$ -$ 100$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$100$ -$ -$ -$ -$
Pickup Truck 1/2 (0702)-$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ -$ -$ 100$
Pickup Truck 1/2 (1719)-$ -$ -$ -$ -$-$ 50$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 50$ -$ -$ -$
Pickup Truck 3/4 (1821)-$ -$ -$ -$ -$ 100$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ 100$ -$ -$ -$ -$
Pickup Truck 3/4 (2221)-$ -$ -$ -$ -$ -$ -$ 100$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ -$ 100$ -$ -$
Small SUVs (2) (1604,1605)-$ -$ -$ -$ 120$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 120$ -$ -$ -$ -$ -$
Station 5 Fire Apparatus 300$ 300$ 300$ 300$ 150$ -$ -$ -$ -$ -$
Local Revenue Measure 300$ 300$ 300$ 300$ 150$ -$ -$ -$ -$ -$
SUV 1/2 Ton 4x4 (2202)-$ -$ -$ -$ -$-$ -$ 100$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 100$ -$ -$
SUV 1/2 Ton 4x4 (2208)-$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ 100$ -$ -$ -$
SUVs (2) (Light Fleet) (1503, 1502)-$ -$ -$ -$ 120$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 120$ -$ -$ -$ -$ -$
Mobility Fleet -$ 50$ -$ -$ -$-$ 76$ -$ -$ -$
Mobility Services Pool Car (EV)-$ 50$ -$ -$ -$-$ -$ -$ -$ -$
Parking Fund -$ 25$ -$ -$ -$-$ -$ -$ -$ -$
Transit Fund -$ 25$ -$ -$ -$-$ -$ -$ -$ -$
Parking Services SUV (1737)-$ -$ -$ -$ -$ -$ 76$ -$ -$ -$
Parking Fund -$ -$ -$ -$ -$ -$ 76$ -$ -$ -$
Parking Fleet -$ -$ -$ 66$ -$ -$ -$ -$ -$ -$
Parking Services SUV with LPR (1401)-$ -$ -$ 66$ -$ -$ -$ -$ -$ -$
Parking Fund -$ -$ -$ 66$ -$ -$ -$ -$ -$ -$
CIP by Type 21 of 26
Attachment A: Strategic Budget Direction - Page #63 Page 971 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Parks and Rec Fleet 95$ 69$ 90$ -$ -$-$ 603$ 180$ -$ -$
Golf Course Cart, Spray Applicator (1911) -$ -$ -$ -$ -$-$ -$ 30$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 30$ -$ -$
Golf Course Diesel UTV w/ Dump Bed (1733) -$ -$ -$ -$ -$-$ -$ 30$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 30$ -$ -$
Golf Course Mower (1518)-$ -$ 90$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 90$ -$ -$ -$ -$ -$ -$ -$
Golf Course Truck (0819) EV -$ 69$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ 69$ -$ -$ -$ -$ -$ -$ -$ -$
Golf Course Utility Cart (1910) -$ -$ -$ -$ -$-$ -$ 40$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 40$ -$ -$
Parks and Rec Admin Compact Pickup (1014)35$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund 35$ -$ -$ -$ -$-$ -$ -$ -$ -$
Parks and Rec Rangers Dump Trailer (1641)-$ -$ -$ -$ -$ -$ 20$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ 20$ -$ -$ -$
Parks and Rec Rangers F-350 (1606, 1615, 1616, 1623)-$ -$ -$ -$ -$ -$ 358$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ 358$ -$ -$ -$
Parks and Rec Rangers Mini Ex. (1732)-$ -$ -$ -$ -$ -$ 80$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 80$ -$ -$ -$
Parks and Rec Rangers Tractor (1734)-$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Parks and Rec Rangers Trail Dozer (1825)-$ -$ -$ -$ -$-$ -$ 80$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 80$ -$ -$
Parks and Rec Rangers Trailers (0715, 0716, 0717)-$ -$ -$ -$ -$-$ 45$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 45$ -$ -$ -$
Parks and Rec Van 60$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund 60$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Police Fleet 705$ 437$ 923$ 1,103$ 588$ 465$ 272$ 479$ 286$ 293$
Admin sedan (1531) EV -$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Admin sedan (1534)70$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund 70$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Police Investigations Enclosed Trailer (0115)-$ -$ -$ 25$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 25$ -$ -$ -$ -$ -$ -$
Police Investigations Sedan (1016)65$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund 65$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Police Patrol Electric SUV (1 -2 Vehicles Per Year) EV -$ 115$ 90$ -$ -$265$ -$ -$ -$ -$
Local Revenue Measure -$ 115$ 90$ -$ -$265$ -$ -$ -$ -$
Police Patrol Electric SUV (1-2 Vehicles Per Year) EV -$ -$ 154$ 251$ 258$ -$ 272$ 279$ 286$ 293$
Fleet Replacement Fund -$ -$ 154$ 251$ 258$ -$ 272$ 279$ 286$ 293$
Police Transport Van (0222)-$ -$ -$ -$ 120$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 120$ -$ -$ -$ -$ -$
3.7L AWD Police Sedan (1638)-$ -$ -$ 75$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 75$ -$ -$ -$ -$ -$ -$
Captain SUV (1715)-$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Communications Lieutenant Vehicle (NEW)65$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund 65$ -$ -$ -$ -$-$ -$ -$ -$ -$
Investigation Sedan (1532)-$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 70$ -$ -$ -$ -$ -$ -$ -$
Investigations Mini Van (1614) Hybrid -$ 70$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ 70$ -$ -$ -$ -$ -$ -$ -$ -$
Investigations Sedan (1533)70$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund 70$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Investigations Sedan (1628)-$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Investigations Sedan (1635)-$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 70$ -$ -$-$ -$ -$ -$ -$
Investigations SUV (1535)-$ 65$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 65$ -$ -$ -$ -$ -$ -$ -$ -$
Investigations SUV (1601)-$ -$ 70$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 70$ -$ -$ -$ -$ -$ -$ -$
Motorcycle (1817)-$ -$ -$ 45$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 45$ -$ -$ -$ -$ -$ -$
Patrol SUV (2 to 4 Vehicles)370$ 187$ 194$ -$ -$200$ -$ 200$ -$ -$
Fleet Replacement Fund 370$ 187$ 194$ -$ -$200$ -$ 200$ -$ -$
PD Motors Unit #M1 (2205)-$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
PD Motors Unit #M1 (2206)-$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
PD Motors Unit #M1 (2207)-$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 45$ -$ -$ -$ -$ -$
Police FST Truck (1633)-$ -$ -$ 75$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 75$ -$ -$ -$ -$ -$ -$
Police Motorcycles (1602, 1603)65$ -$ 65$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund 65$ -$ 65$ -$ -$-$ -$ -$ -$ -$
Public Safety Mobile Command Vehicle/City EOC -$ -$ -$ 550$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ -$ -$ 550$ -$ -$ -$ -$ -$ -$
SWAT Trailer Enclosed, 2 Axle, Complex (0845)-$ -$ -$ -$ 75$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 75$ -$ -$ -$ -$ -$
CIP by Type 22 of 26
Attachment A: Strategic Budget Direction - Page #64 Page 972 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Truck to tow the Mobile Command Trailer -$ -$ -$ 82$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 82$ -$ -$ -$ -$ -$ -$
Stormwater Fleet -$ -$ 42$ -$ -$-$ -$ -$ -$ -$
Stormwater Compact Pickup (0850) EV -$ -$ 42$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 42$ -$ -$-$ -$ -$ -$ -$
Streets Fleet 368$ 698$ 924$ 795$ 1,811$ 1,439$ 1,252$ 2,016$ 280$ 930$
Engineering Compact Pickup (0904) EV 65$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund 65$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Engineering Compact Pickup (0905) EV -$ 65$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure -$ 65$ -$ -$ -$-$ -$ -$ -$ -$
Engineering Pickup (1521, 1632, 1718, 2220, 2305) EV -$ -$ -$ -$ 76$ 79$ 83$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 76$ 79$ 83$ -$ -$ -$
Facilities Maintenance 3/4 ton Pickup with Utility Bed (0829) EV -$ 75$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 75$ -$ -$ -$-$ -$ -$ -$ -$
Facilities Maintenance 3/4 ton Pickup with Utility Bed (1624,1625)-$ -$ -$ -$ 165$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 165$ -$ -$ -$ -$ -$
Fleet Maintenance Forklifts (1640 & 1820)-$ -$ -$ -$ -$90$ -$ 100$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ 90$ -$ 100$ -$ -$
Fleet Maintenance Service Truck (0312)-$ -$ 80$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 80$ -$ -$-$ -$ -$ -$ -$
Golf Course Mower (1725) -$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Golf Course Mower-Reel (1907) -$ -$ -$ -$ -$ -$ -$ 90$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ -$ 90$ -$ -$
Parks Maint Mower (1611)-$ -$ 90$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 90$ -$ -$ -$ -$ -$ -$ -$
Parks Maint Refuse Truck F450 (1015)-$ 80$ 80$ 80$ 80$ 80$ -$ -$ -$ -$
Local Revenue Measure -$ 80$ 80$ 80$ 80$ 80$ -$ -$ -$ -$
Parks Maint Turf Tender (0609)-$ 22$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 22$ -$ -$ -$-$ -$ -$ -$ -$
Parks Maintenance - Mower (1504)-$ -$ 90$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 90$ -$ -$-$ -$ -$ -$ -$
Parks Maintenance 3/4 ton Pickup (0832)(0903) EV 65$ 69$ -$ -$ -$ -$ -$ -$ -$ -$
Local Revenue Measure 65$ 69$ -$ -$ -$ -$ -$ -$ -$ -$
Parks Maintenance 3/4 ton Pickup (1514, 1526, 1527, 1528, 1529, 1530, 18 -$ -$ -$ -$ 455$ -$ -$ 86$ -$ -$
Local Revenue Measure -$ -$ -$ -$ 455$ -$ -$ 86$ -$ -$
Parks Maintenance Aerator (1904)-$ -$ -$ -$ -$-$ -$ 20$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 20$ -$ -$
Parks Maintenance Compact Pickup (0848) Hybrid/EV -$ 39$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 39$ -$ -$ -$-$ -$ -$ -$ -$
Parks Maintenance Compact Pickup (0849)38$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund 38$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Parks Maintenance Field Prep Machine (0505, 0701, 1408)-$ -$ -$ 55$ -$ -$ 30$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 55$ -$ -$ 30$ -$ -$ -$
Parks Maintenance Tech Van -$ -$ 75$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 75$ -$ -$-$ -$ -$ -$ -$
Parks Maintenance Tractor (1807)-$ -$ -$ -$ -$-$ -$ 120$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 120$ -$ -$
Parks Maintenance Turf Sweeper (1513)-$ -$ -$ -$ -$-$ 30$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ 30$ -$ -$ -$
Parks Maintenance Utility Cart w/ Dump (1803)-$ -$ -$ -$ -$ 30$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ 30$ -$ -$ -$ -$
Parks MCC Compact Pickup (1013)-$ -$ 69$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 69$ -$ -$-$ -$ -$ -$ -$
Streets Maint Compact Pickup (0223) (GPR Truck) EV -$ 80$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 80$ -$ -$ -$-$ -$ -$ -$ -$
Streets Maint HD Roll-Off Truck (0830) Financed -$ -$ 100$ 100$ 100$ 100$ 100$ -$ -$ -$
Fleet Replacement Fund -$ -$ 100$ 100$ 100$ 100$ 100$ -$ -$ -$
Streets Maint Paver (1001)-$ -$ -$ 80$ 80$ 80$ 80$ 80$ -$ -$
Fleet Replacement Fund -$ -$ -$ 80$ 80$ 80$ 80$ 80$ -$ -$
Streets Maintenance 1/2 Ton Pickup Truck (1525)-$ -$ -$ -$ 76$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 76$ -$ -$ -$ -$ -$
Streets Maintenance 3/4 ton Pickup (0820) EV -$ -$ 72$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 72$ -$ -$-$ -$ -$ -$ -$
Streets Maintenance Asphalt Zipper (1802)-$ -$ -$ -$ -$300$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$300$ -$ -$ -$ -$
Streets Maintenance Backhoe (0413)200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fleet Replacement Fund 200$ -$ -$ -$ -$-$ -$ -$ -$ -$
Streets Maintenance Backhoe (1714)-$ -$ -$ -$ 300$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 300$ -$ -$ -$ -$ -$
Streets Maintenance Compact Pickup - Replace w/ Van (0853)-$ -$ 69$ -$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ 69$ -$ -$-$ -$ -$ -$ -$
Streets Maintenance Crack Seal Machine (1805)-$ -$ -$ -$ -$60$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$60$ -$ -$ -$ -$
Streets Maintenance F-550 Concrete (1519)-$ -$ -$ -$ -$125$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ 125$ -$ -$ -$ -$
Streets Maintenance F-550 Paint & Sign (1622)-$ -$ -$ -$ -$ -$ 125$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ 125$ -$ -$ -$
Streets Maintenance F-550 Traffic Control Truck(1905)-$ -$ -$ -$ -$ -$ -$ 150$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$ -$ -$ 150$ -$ -$
CIP by Type 23 of 26
Attachment A: Strategic Budget Direction - Page #65 Page 973 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Streets Maintenance F-750 Dump Truck (1405)-$ -$ -$ -$ -$80$ 80$ 80$ 80$ 80$
Fleet Replacement Fund -$ -$ -$ -$ -$80$ 80$ 80$ 80$ 80$
Streets Maintenance Loader (0329)-$ -$ -$ 80$ 80$ 80$ 80$ 80$ -$ -$
Fleet Replacement Fund -$ -$ -$ 80$ 80$ 80$ 80$ 80$ -$ -$
Streets Maintenance Message Board (1906)-$ -$ -$ -$ -$-$ -$ 35$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 35$ -$ -$
Streets Maintenance Paving Broom Sweeper (1824)-$ -$ -$ -$ -$-$ -$ 750$ -$ -$
Local Revenue Measure -$ -$ -$ -$ -$-$ -$ 750$ -$ -$
Streets Maintenance Pickup (1722)-$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Streets Maintenance Pickup (1723)-$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Streets Maintenance Pressure Washer (2102)-$ -$ -$ -$ -$35$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$35$ -$ -$ -$ -$
Streets Maintenance Roller (1002)-$ -$ -$ 100$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 100$ -$ -$ -$ -$ -$ -$
Streets Maintenance Skip & Drag (1823)-$ -$ -$ -$ -$-$ 175$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 175$ -$ -$ -$
Streets Maintenance Trailer (1902)-$ -$ -$ -$ -$-$ -$ 25$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 25$ -$ -$
Streets Maintenance Trailer - Tack Distribution (1301)-$ -$ -$ 35$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 35$ -$ -$ -$ -$ -$ -$
Streets Maintenance Transfer Dump (1901)-$ -$ -$ -$ -$-$ -$ -$ -$ 750$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ -$ -$ 750$
Streets- Sweeper (1703) EV -$ 200$ 200$ 200$ 200$ 200$ -$ -$ -$ -$
Local Revenue Measure -$ 200$ 200$ 200$ 200$ 200$ -$ -$ -$ -$
Transportation Planning E-150 Van (1402)-$ -$ -$ 65$ -$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ 65$ -$ -$ -$ -$ -$ -$
Urban Forest Pickup (0852) EV -$ 69$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure -$ 69$ -$ -$ -$-$ -$ -$ -$ -$
Urban Forest Chipper (1717)-$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Urban Forest Chipper Truck (1806)-$ -$ -$ -$ -$-$ -$ 200$ -$ -$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ -$ 200$ -$ -$
Urban Forestry Lift Truck (1816)-$ -$ -$ -$ -$-$ 100$ 100$ 100$ 100$
Fleet Replacement Fund -$ -$ -$ -$ -$-$ 100$ 100$ 100$ 100$
Urban Forestry Water Truck (1612) (Financed)-$ -$ -$ -$ 100$ 100$ 100$ 100$ 100$ -$
Fleet Replacement Fund -$ -$ -$ -$ 100$ 100$ 100$ 100$ 100$ -$
Transit Fleet 410$ -$ -$ -$ -$-$ -$ -$ -$ -$
Transit Supervisor ADA EV Van 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Transit Fund 150$ -$ -$ -$ -$-$ -$ -$ -$ -$
Transit Cutaway Bus Replacement 260$ -$ -$ -$ -$-$ -$ -$ -$ -$
Grant 260$ -$ -$ -$ -$-$ -$ -$ -$ -$
Utilities Fleet 38$ 600$ 1,686$ 196$ 515$ 808$ 647$ 50$ 268$ 200$
Environmental Compliance - Compact Pickup (0816)-$ -$ -$ 46$ -$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ 46$ -$ -$ -$ -$ -$ -$
Environmental Compliance - Sedan (0805)-$ -$ 42$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ -$ 42$ -$ -$-$ -$ -$ -$ -$
Wastewater Collection Van (1643) -$ -$ -$ -$ -$125$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$125$ -$ -$ -$ -$
Wastewater Collections Portable Pump (1730)-$ -$ -$ -$ -$-$ 75$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ 75$ -$ -$ -$
Wastewater Collections Caterpillar Excavator (0626)-$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ 100$ -$ -$ -$ -$ -$
Wastewater Collections Concrete Trailer (1804) -$ -$ -$ -$ -$-$ -$ 50$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ -$ 50$ -$ -$
Wastewater Collections Dump Truck (0840)-$ -$ -$ -$ 350$ -$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ 175$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 175$ -$ -$ -$ -$ -$
Wastewater Collections Hydrocleaner (1407) -$ -$ 575$ -$ -$-$ -$ -$ -$ -$
Sewer Fund -$ -$ 575$ -$ -$-$ -$ -$ -$ -$
Wastewater Collections Portable Generator (1620)-$ -$ -$ -$ -$-$ 200$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ 200$ -$ -$ -$
Wastewater Collections Service Truck (1608) -$ -$ -$ -$ -$100$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$100$ -$ -$ -$ -$
Wastewater Collections Service Truck (1810)-$ -$ -$ -$ -$100$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$100$ -$ -$ -$ -$
Wastewater Collections Truck (1631)-$ -$ -$ -$ -$-$ 83$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ 83$ -$ -$ -$
Wastewater Collections Truck w/Dump Bed (1811)-$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Water Conservation Compact Pickup (1613) -$ -$ -$ -$ -$53$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ -$53$ -$ -$ -$ -$
Water Distribution - Water Distribution Service Truck (0847)-$ -$ 600$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 600$ -$ -$-$ -$ -$ -$ -$
Water Distribution Backhoe (0720)-$ -$ 250$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 250$ -$ -$-$ -$ -$ -$ -$
Water Distribution Hydro Ex Trailer (1621)-$ -$ -$ 150$ -$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ 150$ -$ -$ -$ -$ -$ -$
Water Distribution Meter Van (1909) -$ -$ -$ -$ -$-$ -$ -$ 75$ -$
CIP by Type 24 of 26
Attachment A: Strategic Budget Direction - Page #66 Page 974 of 987
2025-27 Draft CIP
10-Year: Projects by Type
2025-27 Financial Plan
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Project By Type
Year 1 -
($K)
Year 2 -
($K)
Year 3 -
($K)
Year 4 -
($K) Year 5 - ($K)
Year 6 -
($K)
Year 7 -
($K)
Year 8 -
($K)
Year 9 -
($K)
Year 10 -
($K)
Outyears
Water Fund -$ -$ -$ -$ -$-$ -$ -$ 75$ -$
Water Distribution Pickup - Long-range (1629)-$ -$ 76$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 76$ -$ -$-$ -$ -$ -$ -$
Water Distribution Pickup (1523)-$ -$ -$ -$ -$79$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ -$79$ -$ -$ -$ -$
Water Distribution Pickup (1724)-$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Water Fund -$ -$ -$ -$ -$-$ 90$ -$ -$ -$
Water Distribution Pickup (1903)-$ -$ -$ -$ -$-$ -$ -$ 97$ -$
Water Fund -$ -$ -$ -$ -$-$ -$ -$ 97$ -$
Water Distribution Pickup (1908)-$ -$ -$ -$ -$-$ -$ -$ 97$ -$
Water Fund -$ -$ -$ -$ -$-$ -$ -$ 97$ -$
Water Distribution Portable Generator (1619)-$ -$ -$ -$ -$200$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ -$200$ -$ -$ -$ -$
Water Distribution Portable Generator (2007)-$ -$ -$ -$ -$-$ -$ -$ -$ 200$
Water Fund -$ -$ -$ -$ -$-$ -$ -$ -$ 200$
Water Distribution Service Truck (0846)-$ 600$ -$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ 600$ -$ -$ -$-$ -$ -$ -$ -$
Water Distribution Trailer (0235)-$ -$ -$ -$ 25$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 25$ -$ -$ -$ -$ -$
Water Quality Lab SUV (1713)-$ -$ -$ -$ -$73$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$73$ -$ -$ -$ -$
Water Treatment Plant Forklift (0910)-$ -$ 75$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 75$ -$ -$-$ -$ -$ -$ -$
Water Treatment Plant Pickup (1004)-$ -$ 69$ -$ -$-$ -$ -$ -$ -$
Water Fund -$ -$ 69$ -$ -$-$ -$ -$ -$ -$
Water Treatment Plant Service Truck (1644)-$ -$ -$ -$ -$-$ 100$ -$ -$ -$
Water Fund -$ -$ -$ -$ -$-$ 100$ -$ -$ -$
WRRF Compact Pickup 4x4 (0851)38$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sewer Fund 38$ -$ -$ -$ -$-$ -$ -$ -$ -$
WRRF Compact Pickup (1522)-$ -$ -$ -$ -$79$ -$ -$ -$ -$
Sewer Fund -$ -$ -$ -$ -$79$ -$ -$ -$ -$
WTP Utility Cart -$ -$ -$ -$ 40$ -$ -$ -$ -$ -$
Water Fund -$ -$ -$ -$ 40$ -$ -$ -$ -$ -$
Project Completed (878)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Maintenance (403)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Circulation Pump Rebuild (4)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (4)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Corp Yard (Annual Asset Maintenance)(249)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Replacement Fund (249)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Fire Station 1 Administration Building Roof (39)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay (8)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (30)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Railroad Safety Trail Fencing Replacement (112)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (112)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Multisite Energy Management (72)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Multisite Energy Management (72)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Replacement Fund (72)$ -$ -$ -$ -$-$ -$ -$ -$ -$
OpenSLO Downtown (60)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Open SLO Downtown Renewal (60)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (60)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Park Major Maintenance & Repairs (282)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Cheng Park Maintenance (124)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Capital Outlay (124)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Sinsheimer Stadium Irrigation and Drainage Replacement (158)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (158)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Railroad Safety Trail Taft to Pepper (27)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Railroad Safety Trail Taft to Pepper (27)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (27)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Swim Center Bath House Ceiling (1)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Swim Center Bath House Ceiling (1)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Replacement Fund (1)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Therapy Pool Shade Structure Material Repacement (33)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Therapy Pool Shade Structure Material Repacement (33)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Major Facility Replacement Fund (33)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Re-Prioritized Project (188)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Bob Jones Trail Solar Lighting (48)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Bob Jones Trail and RRST Solar Lighting (48)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (48)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Downtown Renewal (73)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Broad Street - West Side - Higuera to Marsh (73)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (73)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Park Major Maintenance & Repairs (66)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Madonna Road Landscaping and Irrigation Replacement (26)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (26)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Meadow Park Exercise/Par Course Equipment Replacement (40)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (40)$ -$ -$ -$ -$-$ -$ -$ -$ -$
South Street Median Landscaping (1)$ -$ -$ -$ -$-$ -$ -$ -$ -$
South Street Median Landscaping (1)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Local Revenue Measure (1)$ -$ -$ -$ -$-$ -$ -$ -$ -$
Grand Total 51,495$ 56,058$ 61,160$ 40,247$ 168,101$ 52,660$ 40,195$ 40,961$ 36,629$ 44,065$
CIP by Type 25 of 26
Attachment A: Strategic Budget Direction - Page #67 Page 975 of 987
Page 976 of 987
CULTURALVITALITY,ECONOMICRESILIENCE &FISCALSUSTAINABILITY
MAJOR CITY GOALS AND
2025-27 WORK PLAN
The City of San Luis Obispo’s Major City Goals were developed through careful
deliberation by the City Council with input from the community to advance a vision of
San Luis Obispo’s future. The two-year Major City Goal Work Plan establishes the
top priorities to help accomplish the vision and goals during fiscal years 2025-26 and
2026-27.
VISION
CITY OF
SAN LUIS OBISPO
MAJOR CITY
GOALS
DIVERSITY, EQUITY& INCLUSION
HOMELESSNESSRESPONSE
OPEN SPACE,CLIMATE ACTION,AND RESILIENCE
HOUSING ANDNEIGHBORHOODLIVABILITY -HEALTHY, SAFEAND AFFORDABLE
INFRASTRUCTUREAND SUSTAINABLETRANSPORTATION
MAJOR CITY GOALS
The critical focus areas to achieve the vision
The City of San Luis Obispo is a dynamic community embracing its
future while respecting its past with core values of civility,
sustainability, diversity, inclusivity, regionalism, partnership, and
resiliency
The City of San Luis Obispo’s Major City Goals were developed through careful
deliberation by the City Council with input from the community to advance a vision of
San Luis Obispo’s future. The two-year Major City Goal Work Plan establishes the
top priorities to help accomplish the vision and goals during fiscal years 2025-26 and
2026-27.
V I S I O N
The City of San Luis Obispo is a dynamic community embracing its
future while respecting its past with core values of civility,
sustainability, diversity, inclusivity, regionalism, partnership, and
resiliency
CULTU RALVITALITY,E CON O MICRESILIENCE &F I SCA LUSTAINABILITY
GGOALS
aachieve the vision
R
SU
C ITY O F
SAN LUIS OBISPO
MAJO R C ITY
GOALS
D IVERS ITY, EQUITY&INCLUSION
HOMELESSNESSRESPONSE
O PEN S PAC E ,C LIMATE ACTION,AND RES ILIENC E
HOUSING ANDNEIGHBORHOODLIVABILITY -H EALTHY, S AFEAND AFFO RDABLE
INFRASTRUCTUAND SUSTAINABLETRANSPORTATION
REBLE
Attachment B: Major City Goals - Page #1 Page 977 of 987
Cultural Vitality, Economic Resilience, and
Fiscal Sustainability Diversity, Equity, and Inclusion
Homelessness Response
Housing & Neighborhood Livability –
Healthy, Safe, and Affordable
Infrastructure and Sustainable
Transportation
Open Space, Climate Action, and Resilience
Facilitate sustainable growth that aligns with
climate, economic, and housing goals
Promote the expansion and diversification of
housing opportunities for all
Ensure housing is safe, healthy, and affordable,
while facilitating stronger protections for renters
Foster diverse, connected, and safe neighborhoods
that are livable for all
Improve the local business environment, support
Downtown vitality, and help businesses thrive
Support the cultural arts, including the Cultural Arts
District
Support initiatives to assist the local workforce to
develop the skills needed to secure quality jobs and
local businesses and employers to attract and retain
talent
Promote the City as an appealing community for
people to live, work, visit, and invest
Balance operational needs and infrastructure
investments with consideration of the long-term fiscal
sustainability of the City organization
Support increased access and belonging for all
community members
Facilitate programs and initiatives to support diverse
community engagement and representation, including
climate justice initiatives
Operationalize inclusive practices in City processes
and policies
Foster an inclusive organizational culture with
equitable practices in recruiting, hiring, and retention
Collaborate with partners to prevent and reduce
homelessness
Leverage external funding with regional partners to
expand crisis response and continuum of shelter and
support programs
Implement the Homelessness Response Strategic
Plan (HRSP)
Refine approaches to reduce the impacts of
homelessness to balance safety, health, and
community well-being
Advance street safety improvements and support
Vision Zero goals for all road users
Continue implementation of the Active Transportation
Plan, including expansion of multimodal transportation
networks to improve connectivity, advocating for
regional financial support as necessary.
Ensure public spaces, roads, and utilities are well
maintained and sufficient to support planned future
growth and development
Build out park infrastructure to support community
recreation and accessibility
Support policies and programs aimed at expanding
mass transportation and public transit
Continue implementation of the Climate Action Plan
and Lead by Example Plan Work Programs
Implement disaster mitigation efforts to reduce risks
from floods and fires
Strengthen community resilience through emergency
preparedness, community networks, and planning
efforts
Protect, sustain and advance open space and natural
and historic resources
Expand trail connectivity and accessibility to support
biking, hiking, and outdoor enjoyment for all
community members
ilitate sustainable growth that aligns with
climate, economic, and housing goals
Promote the expansion and diversification of
housing opportunities for all
Ensure housing is safe, healthy, and affordable,
while facilitating stronger protections for renters
Foster diverse, connected, and safe neighborhood
that are livable for all
FFacilita
clim
nt, supportImprove the local business environment,
hriveDowntown vitality, and help businesses thr
ural ArtsSupport the cultural arts, including the Cultura
District
oSupport initiatives to assist the local workforce to
anddevelop the skills needed to secure quality jobs and
d retalocal businesses and employers to attract and re
talent
munity forPromote the City as an appealing commu
people to live, work, visit, and invest
frastructureBalance operational needs and infra
n of the long-term fiscinvestments with consideration of
anizationsustainability of the City organ
dResilience, andCultural Vitality, Economic R
Fiscal Sustainability
Neighborhood Livability –
Safe, and Affordable
HHouusing && NNei
Heeaaltthhyy, SSaf
Infrastructure and Sustainable
Transportation
Advance street safety improvements and support
Diversity, Equity, and Inclusion
Sti d dblifll
Homelessness Response
Collaborate with partners to prevent and reduce
Open Space, Climate Action, and Resilience
C ti i l t ti f th Cli t A ti Pl
Expand trail connectivity and accessibility to supportctivity
biking, hiking, and outdoor enjoyment for alld outdoor enj
community membmbers
Attachment B: Major City Goals - Page #2 Page 978 of 987
1ͲImprovethelocalbusinessenvironment,supportDowntownvitality,andhelpbusinessesthrive
a. FinalizeaCommunityWorkForceAgreementtosupportfutureconstructionworkforthePradoInterchange
andPublicSafetyCenterprojects.
b. ImplementaBusinessWelcomeprogramtosupportbusinessattraction,retentionandexpansionefforts
includingstartupchecklistsforthe18mostcommonbusinesstypes.
c. Createadisasterpreparednessandresiliencyguideforbusinessesandhostanannualtraining.
d. WorkwithpartnerstocreatearoadmapforthedevelopmentofapotentialconferencefacilityinDowntown
SLO.
2ͲSupporttheculturalarts,includingtheCulturalArtsDistrict
a. CompletetheconstructionoftheMissionPlazaProjecttoenhancetheexperienceoftheplazaand
downtown.
b. CompletetheconstructionoftheCulturalArtsDistrictParkingStructure.
c. CompletetheupdatetotheCity'sHistoricResourcesInventory.Completeinitialphaseoftheprojectupdating
theHistoricPreservationOrdinanceandHistoricContextStatement(Phase1)andcompletetheupdateofthe
HistoricResourcesInventory(Phase2).
d. ImplementtheCity’sLeaseandGrantAgreementswithSLOREPtosupportconstructionofthenewtheater
andasuccessfulopening.
e. ManagethetennantingandongoingoperationsofavendorintheMissionPlazakiosk.
3ͲSupportinitiativestoassistthelocalworkforcetodeveloptheskillsneededtosecurequalityjobsandlocal
businessesandemployerstoattractandretaintalent
a. WorkwithCAPSLOtoprovideuptoninegrantstosupportnewandexpandedprivatechildcareoptionsand
evaluateotherapproaches,e.g.permitfeesubsidy,ifneeded.
b. EvaluateopportunitiestopartnerwithCalPoly,SLCUSD,andCountyforemployerͲsupportedchildcare
programs.
c. Supportthecreationorexpansionofcoworkingopportunities,suchasthetheHothouse,orothershared
resourcefacilitiestolowerthebarrierstoentryfornewbusinessesandprovideopportunitiesforcommunity
memberstobuildskills.
d. Analyzeandannuallysharerelevantdataandinsightsfromthebusinessretentionandexpansionprogram
regardinglaborneedswithindustryandworkforcetrainingpartners.
4ͲPromotetheCityasanappealingcommunityforpeopletolive,work,visit,andinvest
a. ImplementtheapprovedbrandstrategytocontinuetobuildawarenessofSanLuisObispoasadestination
andincreaseoccupancyinhotels.
B. CreateaprogramtosupportbusinessͲledeffortstoidentifyandpromotebusinessareasthroughouttheCity.
c. ConductastudysessionwiththeCityCounciltoexploreinnovativeandalternativefundingmethodsto
addresstheneedsofbusinessareasthroughouttheCity.
Cultural Vitality, Economic Resilience, and Fiscal Sustainability
Attachment B: Major City Goals - Page #3 Page 979 of 987
5ͲBalanceoperationalneedsandinfrastructureinvestmentswithconsiderationofthelongtermfiscal
sustainabilityoftheCityorganization
a. DevelopandimplementalongͲtermstrategytoaddresstheforecastedGeneralFunddeficitinthe2027Ͳ29
FinancialPlanperiod.
b. ConductanRFPprocesstoevaluatebankingserviceprovidersthatwillprovidesecurebankingservicesatthe
bestvaluetotheCity.
c. ConductanRFPprocesstoidentifyaconsultanttopreparetheCity'sannualcostallocationplantoensurethat
enterprisefundsareappropriatelyreimbursingtheGeneralFundforservicesprovidedtothem.
d. RefinetheadministrationoftheCity'sbusinesslicenseandbusinesstaxprogramtoenhanceconsistencyof
communicationsandclarityaroundenforcementactionsinordertomaximizecollectionofbusinesstaxrevenue.
e. Completeananalysisoftheexistinginfrastructurefinancingprogramanddevelopaplantoimplement
improvementsthatenhancetransparencyandefficiency.
Attachment B: Major City Goals - Page #4 Page 980 of 987
1ͲIncreaseaccessandbelongingforallcommunitymembers
a. ProvideanannualupdateandreceivefeedbackonCityDEIeffortsattheDiversityPartnersNetwork(DPN),
whichincludesrepresentativesfromCalPoly,CuestaCollege,andotherlocalorganizationsinvolvedinthe
diversity,equity,andinclusionspace.
c. ConductanannualCommunityAcademyprogramincludingapplicationoutreachtounderservedand
underrepresentedcommunities.
d. HostatleasttwolisteningsessionswithminorityͲandwomenͲownedbusinesses(MWOBs)toreceiveinput
onthetoolstheyneed,andanybarrierstoovercome,tobesuccessfulbusinessownersinthecommunity.
e. DevelopanddistributetothecommunityandpartnersabriefannualreportfromtheOfficeofDEI
highlightingoutcomesandresultsofDEIwork.
f. CompletetheportionoftheBroadbandPlanfundedthroughtheLastMileFederalFundingAccount.
2ͲFacilitateprogramsandinitiativestosupportdiversecommunityengagementandrepresentation
a. ImplementacommunicationsplantoprovideeducationandinformationabouttheCity'snewCitywideSingle
VotingSystem.
b. LeadaCityadvisorybodysectionoftheDiversityCoalition'sannualBoardLeadershipTraining,aimedat
removingbarriersforrepresentationofunderservedandunderrepresentedgroupsonCityadvisorybodies.
c. ProvideannualandonͲdemandtrainingoftheCity'sPublicEngagementandNoticingManualforapplicable
Cityemployees,includingupdatestobetterreachunderservedandunderrepresentedcommunities.
d. Developanddistributea“howto”guideinSpanishandotherlanguagesonhowtoparticipateinpublic
meetingsandsharepubliccomment.
e. IncorporatelandacknowledgementintoCityCouncilmeetingsandadvisorybodymeetings.
3ͲOperationalizeinclusivepracticesinCityprocessesandpolicies
a. CreateaCitywideTitleVIImplementationPlanandotherrequireddocuments.
b. AnnuallyreviewfourCitypoliciesandpractices,asidentifiedbyCitydepartmentsandtheOfficeofDEI,to
ensureinclusivelanguageandprocesses.
c. EmbedequityconsiderationsintotheCityfinancialplanningandbudgetprocesssuchasupdatingthe
SignificantOperatingBudgetChangeform.
4ͲFosteraninclusiveorganizationalculturewithequitablepracticesinrecruiting,hiring,andretention
a. Developandimplementequityandinclusivitytrainingforstaffofalllevels(Directors,Managers,Staff,etc.).
b. DevelopandimplementasetofDEIͲfocusedbestpracticesinscreeningandinterviewingprocessess,suchas
blindapplicationreview.
c. TaketheSanLuisObispoCountyFamilyͲFriendlyWorkplaceAssessmentandimplementany
recommendationsasfeasible.
d. IntegrateDEIrequirementsintoperformanceevaluationsformanagementlevelpositionswhichcaninclude,
butisnotlimitedtotraining,teamdevelopment,andprojectimplementation.
e. AnnuallyreportoutondemographicdatacollectedinNeoGovforCityjobapplicantsandOracleforpaid
advisorybodymembersandidentifytargetedstrategiestoaddresspotentialequitygaps.
Diversity, Equity, and Inclusion
Attachment B: Major City Goals - Page #5 Page 981 of 987
1ͲFacilitatesustainablegrowththatalignswithclimate,economic,andhousinggoals
a.Organizeafocusgrouptoexplorebarrierstoresidentialinfilldevelopment—includingspecificdiscussions
abouttheDowntownCore—andproduceamemotoCounciltohelpguideupdatestotheZoningRegulations.
b.ConductastudysessiononthestatusoftheCity'sgrowthmanagementregulations.
c.ConductastudysessiononimplicationsandimplementationofStateFireHazardmapsforlocalresponsibility
areas.
d.ImplementactionsandrequirementsoftheStateFireHazardSeveritymaps
2ͲPromotetheexpansionanddiversificationofhousingopportunitiesforall
a.ConductaneducationalforumandimprovetheimplementionofBelowMarketRate(BMR)bestpracticesto
marketandstreamlinethepurchaseandrentalprocessforBMRunits.
b.Createaninformationalhandbooktoassistthecommunityinunderstandingstateandlocalregulationsfor
thedevelopmentofADUsandthecreationofUrbanLotSplitsandevaluateoptionsforadoptingpreͲapproved
ADUplans.
c.Annually,orasneededforcompliance,andbyobtaininginformationfromhousingpartners,complete
updatestotheZoningRegulationstoimplementstatelawandtoaddressidentifiedbarrierstoaffordable
housingandhousingproduction.
d.WorkwithSLOCOGtodeterminetheCity'sRNHAallocationforthe7thCycleHousingElementUpdate.
e.Initiateanupdatetothe7thCycleHousingElementthroughthecreationofanRFPforconsultantservices.
3ͲEnsurehousingissafe,healthy,andaffordable,whilefacilitatingstrongerprotectionsforrenters
a.ConductastudysessionwiththeCityCounciltoidentifyneedsandopportunitiesregardingrenter
protections,basedonthememoproducedin2024,andreceivedirectiononitemsforfurtherconsiderationand
development.
b.ConductastudysessionwiththeCityCouncilonpotentialRentalHousingRegistry.Thisstudysessionwould
discussparametersofpotentialregistryanddiscussionofresourcesneededforestablishmentandongoing
maintenanceofregistry.
c.AdoptandimplementupdatedCaliforniaBuildingStandardsandlocalamendments(buildingcode)
d.Createastrategicplanforthesafehousingprogram,andconductoutreachandengagementwithafocuson
bothtenantsandlandlords.
4ͲFosterdiverse,connected,andsafeneighborhoodsthatarelivableforall
a.InitiateanupdatetotheTreeRegulationstostreamlinehousingprojects.
b.ConductastudysessionwithCouncilonCodeEnforcementprioritiesrelatedtosafe/livableneighborhoods
andreceivefeedbackonpriorities.Discusspotentialupdatestopropertymaintenancestandards.
c.UpdatepropertymaintenancestandardstoensuretheyalignwithCityprioritiesrelatedtosafeandlivable
neighborhoodsandhousing.
d.CreateaprojectplanandstandardoperatingproceduresforCommunityDevelopmentenforcementofzoning
coderegulationspertainingtogreekhouses.Considerpotentialupdatestozoningcodetofacilitateefficient
regulationofgreekhouses.
Housing and Neighborhood Livability – Healthy, Safe, and
Affordable
Attachment B: Major City Goals - Page #6 Page 982 of 987
1ͲCollaboratewithpartnerstopreventandreducehomelessness
a.DataͲSupporteffortstoimprovedataaccessbetweenCity,Countyandserviceproviderstomoreeffectively
facilitateconnectingunhousedindividualstoshelterandservices.Identifydataplatformneedsanddevelop
implementationplans.
b.PreventionͲCollaboratequarterlywithSLOCountyandhousingandhomelessservicesprovidersto
streamlineresourcestoenableindividualsandfamiliestoremaininhousing.
c.HomelessServices ͲMeetmonthlywithCAPSLOtosupporteffectivenessofthe40PradoHomelessService
Center,includingupdatestoGoodNeighborPolicywhichwillbepresentedtoCouncilinQ2ofFY25Ͳ26.
d.JusticeServices ͲContinueandexpandcollaborationsbetweentheCityAttorney/CityProsecutor,SLOPD&
SLOFire(CAT/MCU/CSOs/LPTs),CountyBehavioralHealth,andSLOCourtstocoordinatecriminalwarrantand
MunicipalCodecriminalmisdemeanorprosecutioneffortstoenhancecriminaldiversion,socialservices,and
specialtycourtconnections,includingmentalhealth,drugandalcohol,veteran'ssupport,CARECourt,
conservatorshipandhousingandbenefitsservices.
e.RegionalCompactͲWorkwithSLOCountyjurisdictionstodevelopandexecuteregionalMOUtoclearly
outlinejurisdictionalresponsibilitiestopreventandaddresshomelessness,createaccountabilitymeasures,and
ensureequitableresourceallocations.
2ͲLeverageexternalfundingtoexpandcrisisresponseandcontinuumofshelterandhousingprogramswith
regionalpartners
a.HomekeyͲUtilizeStateHomekeyfundingtoimplementCalleJoaquinHomekeyproject,providing75
permanentsupportivehousingunitswhicharescheduledtobefullyoccupiedinQ1ofFYͲ25.
b.EncampmentResolutionFunds ͲCompleteoutreachworkasdescribedintheCity'sSubrecipientAgreement
withSLOCountyforimplementationoftheWelcomeHomeVillageprojecttoaddressencampmentsalongthe
BobJonesBikeTrail.
c.OtherFundingOpportunities ͲActivelyseekandvetadditionalfundingsourcestoexpandcrisisresponse
effortsandcontinuumofshelterprogramsincollaborationwithregionalpartners.Reportonanyprogressto
CouncilinQ4ofFY26Ͳ27,unlessgrantapplicationsarebroughttoCouncilforapprovalinadvanceofthat
timeline.
3ͲImplementtheHomelessnessResponseStrategicPlan(HRSP)
a.SafeParking ͲFacilitateimplementationoftheRotatingOvernightSafeParkingPilotPrograminpartnership
withCAPSLOandlocalfaithcommunitypartnerstoexpandsafeparkingcapacityandaddressvehicular
homelessness.
b.HotelVoucherProgram ͲContinueimplementationofHotelVoucherProgramtoprovideexpandedcapacity
at40PradoHomelessServicesCenterastheCAPSLOFamilyShelterisdevelopedat46PradoRd.
c.FeedbackSessions ͲConductfeedbacksessionswithsixkeystakeholdergroupstoinformupdatestotheHRSP
andaddressspecificissuesrelatedtohealth,safety,andcommunitywellͲbeingforeachstakeholdergroup.
d.HRSPUpdate ͲUpdatetheHRSPfor2027Ͳ2031inalignmentwiththeCountywidePlantoAddress
Homelessness.
Homelessness Response
Attachment B: Major City Goals - Page #7 Page 983 of 987
4ͲRefineapproachestoreducetheimpactsofhomelessnesstobalancesafety,health,andcommunitywellͲ
being
a.SLOPDCAT&CSOTeamsͲContinue/refineoperationofacoordinatedhomelessnessresponseincludingthe
PoliceDepartment'sCommunityActionTeam(CAT),LicensedPsychiatricTechniciancontractedthroughthe
County'sBehavioralHealthDepartmentandaCommunityServiceOfficer(CSO).Identifypotentialfunding
sourcestoensuresustainabilityofCATandCSOpositions.
b.SLOFDMCUTeam ͲContinue/refineoperationsoftheFireDepartment'sMobileCrisisUnit(MCU),including
integrationofaLicensedPsychiatricTechniciancontractedthroughtheCounty'sBehavioralHealthDepartment.
IdentifypotentialfundingsourcestoensuresustainabilityofMCUpositions.
c.Outreach&Coordination ͲFacilitatebiͲweeklyinterdepartmentalfieldteammeetingsandbiͲweeklyinterͲ
agencyoutreachmeetingstocoordinateoutreach,enforcement,andencampmentcleanupeffortstoreduce
communityͲwideimpactsofhomelessness.
d.AskSLO ͲReceiveandrespondtocommunitymemberAskSLOrequestsrelatedtohomelessnessresponse
andtransientencampmentstomoreefficientlyaddresshealthandsafetyconcerns.InresponsetoAskSLO
requests,HomelessnessResponsestaffwillcoordinateFieldTeamprocessforpostingcamps,conducting
outreach,storingbelongings,addressingcleanupneeds,andtrackingdatainalignmentwiththeCity'sCAMP
Standards.
e.EnvironmentalMitigation ͲCoordinateeffortstomitigateenvironmentalimpactsandprotectcreeksystems
incollaborationwithregionalagenciesincludingquarterlymeetingswithCaltrans,CHP,andSLOCounty.
DevelopandimplementaVegetationManagementPlan.
Attachment B: Major City Goals - Page #8 Page 984 of 987
1ͲAdvancestreetsafetyimprovementsandsupportVisionZerogoalsforallroadusers
a.Startconstructionofthe2025ArterialsPavingprojectwhichcouldincludestreetssuchasSacramentoDr,
TankFarm,andCalleJoaquindependingonavailablefunding.
b.Startconstructionofthe2026RoadwaySealingProjectinPavementAreas2&3.
c.StartconstructionoftheSouth/KingTrafficSignal.
d.StartconstructionoftheCalifornia/TaftRoundabout.
2ͲContinueimplementationoftheActiveTransportationPlan,includingexpansionofmultimodal
transportationnetworkstoimproveconnectivity,advocatingforregionalfinancialsupportasnecessary.
a.StartconstructionoftheHigueraCompleteStreetsProject.
b.CompletetheSouthBroadSt.CorridorPlanandinitiateDemonstrationProject.
c.CompletepublicoutreachandconceptdesignfortheFoothillCompleteStreetsproject.
d.PromotetheRollandStrollEducationCampaign.
e.BringfinalrecommendationforGrandAvenuetoCounciltobeimplementedwiththe2027PavingProject.
3ͲEnsurepublicspaces,roads,andutilitiessupportfuturegrowthanddevelopment
a.FinalizethedesignplansforconstructionofthePradoBridgeWideningProject.
b.CompletetheWRRFExpansionProject.
c.CompletethePradoInterchangeFinalValueEngineeringReportandCouncilUpdate.
d.EvaluateandimplementEVfirefightingtoolsandtechnologytoprotectwaterwaysandinfrastructure.
4ͲBuildoutparkinfrastructuretosupportcommunityrecreationandaccessibility
a.StartconstructionofRighettiRanchPark(Phase1).
b.StartconstructionofDevaulRanchPlaygroundReplacementProject.
c.AdvertiseforconstructionbidsfortheEmersonParkReplacementProject.
5ͲSupportpoliciesandprogramsaimedatexpandingmasstransportationandpublictransit
a.ExecutenewSLOTransitOperationsandMaintenanceAgreement.
b.ReinstatetransitservicestopreͲpandemiclevels.
c.Increaseroutefrequencyandreduceheadwaysconsistentwithrecommendationsofthe2025ShortRange
TransitPlan.
d.ProvidetransitservicetoSanLuisRanchandAvilaRanchneighborhoods.
e.ExpandandpromotetheDowntownAccessPass(DAP)program.
Infrastructure and Sustainable Transportation
Attachment B: Major City Goals - Page #9 Page 985 of 987
1ͲContinueimplementationoftheClimateActionPlan(CAP)andLeadbyExample(LBE)PlanWorkPrograms
a.Adoptandimplementupdatedenergyreachcodes(e.g.,localamendmentstothe2025CaliforniaEnergy
Code)(CAP)
b.WorkwithCAPSLOtocompletetheDepartmentofEnergyBuildingsUpgradePrizepilotprojects(installing
energyefficiencyupgradesin10lowͲincomeoccupiedmanufacturedhomes)andreporttoCouncilonpotential
energybillsavingsnextsteps(CAP)
c.Completethe2027Ͳ2031ClimateActionPlanandGHGInventoryUpdate(CAP)
d.CompletepubliclyaccessibleEVchargingprojectsattheCulturalArtsDistrictParkingStructure.
e.CompletepubliclyaccessibleEVchargingprojectsattheCulturalArtsDistrictParkingStructureandvarious
CitypropertywhilecontinuingtodeveloppolicyandfundingresourcestoexpandaccesstoEVcharging
infrastructureonpublicandprivateproperty(CAP)
f.Convenecirculareconomystakeholderforumtoinformfuturecirculareconomyactions(CAP)
g.PartnerwiththeIWMAtocreatewasteeducationmaterialsforHOAsandpropertymanagers,focusingon
foodwastediversioninhighͲturnovermultiͲfamilycomplexes.(CAP)
h.Developandadoptinternalpolicesfocusedonzeroemissionsbuildings,facilities,andvehicles(LBE)
i.CompleteinvestmentgradeauditsforbuildingelectrificationretrofitsatSwimCenter,CityHall,and
CorporationYard(LBE)
j.ConductayearͲlongcampaigntoconnectemployeestolowemissionscommuteoptions(LBE)
2ͲImplementdisastermitigationeffortstoreducerisksfromfloodsandfires
a.CompleteConstructionoftheMidͲHigueraBypassProject
b.ConductaStudySessionandachieveCouncil'sstrategicdirectionregardingdefensiblespaceandhome
hardeningpoliciesandprograms
c.CompletetheVegetationManagementPlan(VMP)
d.Treatatleast25acresofvegetativefuelsinhighwildfireriskareasofCitycreeksandOpenSpace
e.CompleteWaterwayManagementPlan,Volume1update
3ͲStrengthencommunityresiliencethroughemergencypreparedness,communitynetworks,andplanning
efforts
a.Launchcomprehensivecommunityoutreachandengagementopportunitiesonaquarterlybasisthat(i)
providegeneralclimateresilienceanddisasterpreparednessresources,(ii)incorporateclimatejustice
considerationsinscheduling,location,andcontent,and(iii)supporttheprojectsdescribedinMCGtasks2b,2c,
and2e
b.Empowercommunityorganizationstohost"popͲup"resiliencehubeventsandsupportblockand
neighborhoodͲlevelpreparednessefforts
c.EvaluateCERT/LISTOSprogramalternativesforcommunityengagementandresiliency.Evaluatecommunity
receptivitytoFIREWISEcommunitydesignations
d.Conductastudysessiontoconsideroptionsforfundingstormwaterand/orcreekmaintenanceandflood
preparednessinsupportofCASEprograms
Open Space, Climate Action, and Resilience
Attachment B: Major City Goals - Page #10 Page 986 of 987
4ͲProtect,sustainandadvanceopenspaceandnaturalandhistoricresources
a.PursueprioritylandconservationopportunitiestoexpandtheGreenbelt;identifyfundingopportunitiesand
resources;andengagewithprioritylandownersonanannualbasis.
b.CompleteJohnsonRanchOpenSpaceRiparianRestorationProject
c.RevivetraditionalecologicalknowledgeandculturalactivitiesonCityOpenSpacethroughannualengagement
anddialoguewiththeleadershipoflocalindigenoustribes
d.Plantatleast125nativetreesinOpenSpacethroughpartnershipsinfurtheranceofthe10Tallgoal
e.InpartnershipwithFriendsofLaLomaAdobe,completepropertyboundaryadjustment,initiatestructural
stabilizationoftheadobe,andcompletetrailheadconnectionaspartoftheReservoirCanyonNaturalReserve
5ͲExpandtrailconnectivityandaccessibilitytosupportbiking,hiking,andoutdoorenjoymentforall
communitymembers
a.ImplementFirefighterTrailrealignmentatReservoirCanyonNaturalReserve
b.ImplementHiBarandPanoramaTrailextensionsatMiossiOpenSpace
c.InitiateMorroViewtoDurataVistaConnectorTrailatIrishHillsNaturalReserve
d.Enhanceaccessibilityforallthroughbilingualdocentledhikes,Jr.RangerCampscholarships,and
environmentaleducation
e.Developasustainabletrailstrategyplanthatincorporatespassiverecreation,publicamenities,andequitable
access,whileensuringnaturalresourceprotection
Attachment B: Major City Goals - Page #11 Page 987 of 987
Strategic Budget Direction
2025-27 Financial Plan
City Manager Intro
Flattening revenue, combined with escalating costs constrained budget
Budget development process reflects these constraints
•Non-staffing operating budgets kept flat
•Limited operating budget changes recommended for approval
Structural deficit identified + market considerations
•Fiscal Health Contingency Plan immediate short-term expenditure
reduction strategies
•Long-term reduction strategies to be developed for consideration in the future
Planning ahead for budget realities
Questions for Council
1.Do the Major City Goal work programs adequately address Council and
community expectations, and represent prudent use of limited resources?
2.Does the CIP include projects and budget allocations to address Council and
community priorities and previous commitments?
3.Does the Council wish to see any changes to the budget before the June 17th
budget adoption hearing?
Financial Planning Process
Total Budgets by Fund
•Total operating & capital budgets for General Fund
and four major Enterprise Funds
(in millions)FY 2025-26
General Fund $116.8
Water $39.4
Sewer $28.4
Parking $11.6
Transit $9.6
Total $205.8
Budget Allocations by Department
Utilities
24%
Public Works
18%
Police
17%
Fire
13%
Administration &
IT
9%
Community
Development
6%
HR
5%
Parks & Rec
4%
Finance
2%
City Attorney
1%
Non-Departmental
1%
Major City Goal Workplan Items
Cultural Vitality, Economic Resilience, and Fiscal Sustainability
1.Improve the local business environment, support Downtown vitality, and help businesses thrive
a.Finalize a Community Work Force Agreement to support future construction work for the Prado Interchange and
Public Safety Center projects.
b.Implement a Business Welcome program to support business attraction, retention and expansion efforts including
start up checklists for the 18 most common business types.
c.Create a disaster preparedness and resiliency guide for businesses and host an annual training.
d.Work with partners to create a roadmap for the development of a potential conference facility in Downtown SLO.
2.Support the cultural arts, including the Cultural Arts District
a.Complete the construction of the Mission Plaza Project to enhance the experience of the plaza and downtown.
b.Complete the construction of the Cultural Arts District Parking Structure.
c.Complete the update to the City's Historic Resources Inventory. Complete initial phase of the project updating the
Historic Preservation Ordinance and Historic Context Statement (Phase 1) and complete the update of the Historic
Resources Inventory (Phase 2).
d.Implement the City’s Lease and Grant Agreements with SLO REP to support construction of the new theater and a
successful opening.
e.Manage the tenanting and ongoing operations of a vendor in the Mission Plaza kiosk.
Cultural Vitality, Economic Resilience, and Fiscal Sustainability
3.Support initiatives to assist the local workforce to develop the skills needed to secure quality jobs and local
businesses and employers to attract and retain talent
a.Work with CAPSLO to provide up to nine grants to support new and expanded private childcare options and evaluate
other approaches, e.g. permit fee subsidy, if needed.
b.Evaluate opportunities to partner with Cal Poly, SLCUSD, and County for employer-supported childcare programs.
c.Support the creation or expansion of coworking opportunities, such as the Hothouse, or other shared resource
facilities to lower the barriers to entry for new businesses and provide opportunities for community members to build
skills.
d.Analyze and annually share relevant data and insights from the business retention and expansion program regarding
labor needs with industry and workforce training partners.
4.Promote the City as an appealing community for people to live, work, visit, and invest
a.Implement the approved brand strategy to continue to build awareness of San Luis Obispo as a destination and
increase occupancy in hotels.
b.Create a program to support business-led efforts to identify and promote business areas throughout the City.
c.Conduct a study session with the City Council to explore innovative and alternative funding methods to address the
needs of business areas throughout the City.
Cultural Vitality, Economic Resilience, and Fiscal Sustainability
5.Balance operational needs and infrastructure investments with consideration of the long-term fiscal sustainability
of the City organization
a.Develop and implement a long-term strategy to address the forecasted General Fund deficit in the 2027-29 Financial
Plan period.
b.Conduct an RFP process to evaluate banking service providers that will provide secure banking services at the best
value to the City.
c.Conduct an RFP process to identify a consultant to prepare the City's annual cost allocation plan to ensure that
enterprise funds are appropriately reimbursing the General Fund for services provided to them.
d.Refine the administration of the City's business license and business tax program to enhance consistency of
communications and clarity around enforcement actions in order to maximize collection of business tax revenue.
e.Complete an analysis of the existing infrastructure financing program and develop a plan to implement improvements
that enhance transparency and efficiency.
Diversity, Equity, and Inclusion
1.Increase access and belonging for all community members
a.Provide an annual update and receive feedback on City DEI efforts at the Diversity Partners Network (DPN), which includes
representatives from Cal Poly, Cuesta College, and other local organizations involved in the diversity, equity, and inclusion
space.
b.Conduct an annual Community Academy program including application outreach to underserved and underrepresented
communities.
c.Host at least two listening sessions with minority- and women-owned businesses (MWOBs) to receive input on the tools they
need, and any barriers to overcome, to be successful business owners in the community.
d.Develop and distribute to the community and partners a brief annual report from the Office of DEI highlighting outcomes and
results of DEI work.
e.Complete the portion of the Broadband Plan funded through the Last Mile Federal Funding Account.
2.Facilitate programs and initiatives to support diverse community engagement and representation
a.Implement a communications plan to provide education and information about the City's new Citywide Single Voting System.
b.Lead a City advisory body section of the Diversity Coalition's annual Board Leadership Training, aimed at removing barriers for
representation of underserved and underrepresented groups on City advisory bodies.
c.Provide annual and on-demand training of the City's Public Engagement and Noticing Manual for applicable City employees,
including updates to better reach underserved and underrepresented communities.
d.Develop and distribute a “how to” guide in Spanish and other languages on how to participate in public meetings and share
public comment.
e.Incorporate land acknowledgement into City Council meetings and advisory body meetings.
Diversity, Equity, and Inclusion
3.Operationalize inclusive practices in City processes and policies
a.Create a Citywide Title VI Implementation Plan and other required documents.
b.Annually review four City policies and practices, as identified by City departments and the Office of DEI, to ensure
inclusive language and processes.
c.Embed equity considerations into the City financial planning and budget process such as updating the Significant
Operating Budget Change form.
4.Foster an inclusive organizational culture with equitable practices in recruiting, hiring, and retention
a.Develop and implement equity and inclusivity training for staff of all levels (Directors, Managers, Staff, etc.).
b.Develop and implement a set of DEI-focused best practices in screening and interviewing processes, such as blind
application review.
c.Take the San Luis Obispo County Family-Friendly Workplace Assessment and implement any recommendations as
feasible.
d.Integrate DEI requirements into performance evaluations for management level positions which can include, but is
not limited to training, team development, and project implementation.
e.Annually report out on demographic data collected in NeoGov for City job applicants and Oracle for paid advisory
body members and identify targeted strategies to address potential equity gaps.
Housing & Neighborhood Livability – Healthy, Safe, and Affordable
1.Facilitate sustainable growth that aligns with climate, economic, and housing goals
a.Organize a focus group to explore barriers to residential infill development—including specific discussions about the
Downtown Core—and produce a memo to Council to help guide updates to the Zoning Regulations.
b.Conduct a study session on the status of the City's growth management regulations.
c.Conduct a study session on implications and implementation of State Fire Hazard maps for local responsibility areas.
d.Implement actions and requirements of the State Fire Hazard Severity maps
2.Promote the expansion and diversification of housing opportunities for all
a.Conduct an educational forum and improve the implementation of Below Market Rate (BMR) best practices to
market and streamline the purchase and rental process for BMR units.
b.Create an informational handbook to assist the community in understanding state and local regulations for the
development of ADUs and the creation of Urban Lot Splits and evaluate options for adopting pre-approved ADU
plans.
c.Annually, or as needed for compliance, and by obtaining information from housing partners, complete updates to the
Zoning Regulations to implement state law and to address identified barriers to affordable housing and housing
production.
d.Work with SLOCOG to determine the City's RNHA allocation for the 7th Cycle Housing Element Update.
e.Initiate an update to the 7th Cycle Housing Element through the creation of an RFP for consultant services.
Housing & Neighborhood Livability – Healthy, Safe, and Affordable
3.Ensure housing is safe, healthy, and affordable, while facilitating stronger protections for renters
a.Conduct a study session with the City Council to identify needs and opportunities regarding renter protections, based
on the memo produced in 2024, and receive direction on items for further consideration and development.
b.Conduct a study session with the City Council on potential Rental Housing Registry. This study session would
discuss parameters of potential registry and discussion of resources needed for establishment and ongoing
maintenance of registry.
c.Adopt and implement updated California Building Standards and local amendments (building code)
d.Create a strategic plan for the safe housing program, and conduct outreach and engagement with a focus on both
tenants and landlords.
4.Foster diverse, connected, and safe neighborhoods that are livable for all
a.Initiate an update to the Tree Regulations to streamline housing projects.
b.Conduct a study session with Council on Code Enforcement priorities related to safe/livable neighborhoods and
receive feedback on priorities. Discuss potential updates to property maintenance standards.
c.Update property maintenance standards to ensure they align with City priorities related to safe and livable
neighborhoods and housing.
d.Create a project plan and standard operating procedures for Community Development enforcement of zoning code
regulations pertaining to greek houses. Consider potential updates to zoning code to facilitate efficient regulation of
greek houses.
Homelessness Response
1.Collaborate with partners to prevent and reduce homelessness
a.Data- Support efforts to improve data access between City, County and service providers to more effectively facilitate
connecting unhoused individuals to shelter and services. Identify data platform needs and develop implementation
plans.
b.Prevention- Collaborate quarterly with SLO County and housing and homeless services providers to streamline
resources to enable individuals and families to remain in housing.
c.Homeless Services- Meet monthly with CAPSLO to support effectiveness of the 40 Prado Homeless Service Center,
including updates to Good Neighbor Policy which will be presented to Council in Q2 of FY25-26.
d.Justice Services- Continue and expand collaborations between the City Attorney/City Prosecutor, SLOPD & SLO Fire
(CAT/MCU/CSOs/LPTs), County Behavioral Health, and SLO Courts to coordinate criminal warrant and Municipal
Code criminal misdemeanor prosecution efforts to enhance criminal diversion, social services, and specialty court
connections, including mental health, drug and alcohol, veteran's support, CARE Court, conservatorship and housing
and benefits services.
e.Regional Compact- Work with SLO County jurisdictions to develop and execute regional MOU to clearly outline
jurisdictional responsibilities to prevent and address homelessness, create accountability measures, and ensure
equitable resource allocations.
Homelessness Response
2.Leverage external funding to expand crisis response and continuum of shelter and housing programs with
regional partners
a.Homekey- Utilize State Homekey funding to implement Calle Joaquin Homekey project, providing 75 permanent
supportive housing units which are scheduled to be fully occupied in Q1 of FY 25.
b.Encampment Resolution Funds- Complete outreach work as described in the City's Subrecipient Agreement with
SLO County for implementation of the Welcome Home Village project to address encampments along the Bob Jones
Bike Trail.
c.Other Funding Opportunities- Actively seek and vet additional funding sources to expand crisis response efforts and
continuum of shelter programs in collaboration with regional partners. Report on any progress to Council in Q4 of
FY26-27, unless grant applications are brought to Council for approval in advance of that timeline.
3.Implement the Homelessness Response Strategic Plan (HRSP)
a.Safe Parking- Facilitate implementation of the Rotating Overnight Safe Parking Pilot Program in partnership with
CAPSLO and local faith community partners to expand safe parking capacity and address vehicular homelessness.
b.Hotel Voucher Program- Continue implementation of Hotel Voucher Program to provide expanded capacity at 40
Prado Homeless Services Center as the CAPSLO Family Shelter is developed at 46 Prado Rd.
c.Feedback Sessions- Conduct feedback sessions with six key stakeholder groups to inform updates to the HRSP and
address specific issues related to health, safety, and community well-being for each stakeholder group.
d.HRSP Update- Update the HRSP for 2027-2031 in alignment with the Countywide Plan to Address Homelessness.
Homelessness Response
Homelessness Response
4.Refine approaches to reduce the impacts of homelessness to balance safety, health, and community well-being
a.SLOPD CAT & CSO Teams- Continue/refine operation of a coordinated homelessness response including the Police
Department's Community Action Team (CAT), Licensed Psychiatric Technician contracted through the County's
Behavioral Health Department and a Community Service Officer (CSO). Identify potential funding sources to ensure
sustainability of CAT and CSO positions.
b.SLOFD MCU Team- Continue/refine operations of the Fire Department's Mobile Crisis Unit (MCU), including
integration of a Licensed Psychiatric Technician contracted through the County's Behavioral Health Department.
Identify potential funding sources to ensure sustainability of MCU positions.
c.Outreach & Coordination- Facilitate bi-weekly interdepartmental field team meetings and bi-weekly inter-agency
outreach meetings to coordinate outreach, enforcement, and encampment cleanup efforts to reduce community-wide
impacts of homelessness.
d.Ask SLO- Receive and respond to community member Ask SLO requests related to homelessness response and
transient encampments to more efficiently address health and safety concerns. In response to Ask SLO requests,
Homelessness Response staff will coordinate Field Team process for posting camps, conducting outreach, storing
belongings, addressing cleanup needs, and tracking data in alignment with the City's CAMP Standards.
e.Environmental Mitigation- Coordinate efforts to mitigate environmental impacts and protect creek systems in
collaboration with regional agencies including quarterly meetings with Caltrans, CHP, and SLO County. Develop and
implement a Vegetation Management Plan
Infrastructure and Sustainable Transportation
1.Advance street safety improvements and support Vision Zero goals for all road users
a.Start construction of the 2025 Arterials Paving project which could include streets such as Sacramento Dr, Tank
Farm, and Calle Joaquin depending on available funding.
b.Start construction of the 2026 Roadway Sealing Project in Pavement Areas 2 & 3.
c.Start construction of the South/King Traffic Signal.
d.Start construction of the California/Taft Roundabout.
2.Continue implementation of the Active Transportation Plan, including expansion of multimodal transportation
networks to improve connectivity, advocating for regional financial support as necessary.
a.Start construction of the Higuera Complete Streets Project.
b.Complete the South Broad St. Corridor Plan and initiate Demonstration Project.
c.Complete public outreach and concept design for the Foothill Complete Streets project.
d.Promote the Roll and Stroll Education Campaign.
e.Bring final recommendation for Grand Avenue to Council to be implemented with the 2027 Paving Project.
Infrastructure and Sustainable Transportation
3.Ensure public spaces, roads, and utilities support future growth and development
a.Finalize the design plans for construction of the Prado Bridge Widening Project.
b.Complete the WRRF Expansion Project.
c.Complete the Prado Interchange Final Value Engineering Report and Council Update.
d.Evaluate and implement EV firefighting tools and technology to protect waterways and infrastructure.
4.Build out park infrastructure to support community recreation and accessibility
a.Start construction of Righetti Ranch Park (Phase 1).
b.Start construction of Devaul Ranch Playground Replacement Project.
c.Advertise for construction bids for the Emerson Park Replacement Project.
5.Support policies and programs aimed at expanding mass transportation and public transit
a.Execute new SLO Transit Operations and Maintenance Agreement.
b.Reinstate transit services to pre-pandemic levels.
c.Increase route frequency and reduce headways consistent with recommendations of the 2025 Short Range
Transit Plan.
d.Provide transit service to San Luis Ranch and Avila Ranch neighborhoods.
e.Expand and promote the Downtown Access Pass (DAP) program.
Open Space, Climate Action, and Resilience
1.Continue implementation of the Climate Action Plan (CAP) and Lead by Example (LBE) Plan Work Programs
a.Adopt and implement updated energy reach codes (e.g., local amendments to the 2025 California Energy Code) (CAP)
b.Work with CAPSLO to complete the Department of Energy Buildings Upgrade Prize pilot projects (installing energy efficiency upgrades
in 10 low-income occupied manufactured homes) and report to Council on potential energy bill savings next steps (CAP)
c.Complete the 2027-2031 Climate Action Plan and GHG Inventory Update (CAP)
d.Complete publicly accessible EV charging projects at the Cultural Arts District Parking Structure.
e.Complete publicly accessible EV charging projects at the Cultural Arts District Parking Structure and various City property while
continuing to develop policy and funding resources to expand access to EV charging infrastructure on public and private property
(CAP)
f.Convene circular economy stakeholder forum to inform future circular economy actions (CAP)
g.Partner with the IWMA to create waste education materials for HOAs and property managers, focusing on food waste diversion in high-
turnover multi-family complexes. (CAP)
h.Develop and adopt internal polices focused on zero emissions buildings, facilities, and vehicles (LBE)
i.Complete investment grade audits for building electrification retrofits at Swim Center, City Hall, and Corporation Yard (LBE)
j.Conduct a year-long campaign to connect employees to low emissions commute options (LBE)
Open Space, Climate Action, and Resilience
2.Implement disaster mitigation efforts to reduce risks from floods and fires
a.Complete Construction of the Mid-Higuera Bypass Project
b.Conduct a Study Session and achieve Council's strategic direction regarding defensible space and home hardening
policies and programs
c.Complete the Vegetation Management Plan (VMP)
d.Treat at least 25 acres of vegetative fuels in high wildfire risk areas of City creeks and Open Space
e.Complete Waterway Management Plan, Volume 1 update
3.Strengthen community resilience through emergency preparedness, community networks, and planning efforts
a.Launch comprehensive community outreach and engagement opportunities on a quarterly basis that (i) provide
general climate resilience and disaster preparedness resources, (ii) incorporate climate justice considerations in
scheduling, location, and content, and (iii) support the projects described in MCG tasks 2b, 2c, and 2e
b.Empower community organizations to host "pop-up" resilience hub events and support block and neighborhood-level
preparedness efforts
c.Evaluate CERT/ LISTOS program alternatives for community engagement and resiliency. Evaluate community
receptivity to FIREWISE community designations
d.Conduct a study session to consider options for funding stormwater and / or creek maintenance and flood
preparedness in support of CASE programs
Open Space, Climate Action, and Resilience
4.Protect, sustain and advance open space and natural and historic resources
a.Pursue priority land conservation opportunities to expand the Greenbelt; identify funding opportunities and resources;
and engage with priority landowners on an annual basis.
b.Complete Johnson Ranch Open Space Riparian Restoration Project
c.Revive traditional ecological knowledge and cultural activities on City Open Space through annual engagement and
dialogue with the leadership of local indigenous tribes
d.Plant at least 125 native trees in Open Space through partnerships in furtherance of the 10 Tall goal
e.In partnership with Friends of La Loma Adobe, complete property boundary adjustment, initiate structural stabilization
of the adobe, and complete trailhead connection as part of the Reservoir Canyon Natural Reserve
5.Expand trail connectivity and accessibility to support biking, hiking, and outdoor enjoyment for all community
members
a.Implement Firefighter Trail realignment at Reservoir Canyon Natural Reserve
b.Implement HiBar and Panorama Trail extensions at Miossi Open Space
c.Initiate Morro View to Durata Vista Connector Trail at Irish Hills Natural Reserve
d.Enhance accessibility for all through bilingual docent led hikes, Jr. Ranger Camp scholarships, and environmental
education
e.Develop a sustainable trail strategy plan that incorporates passive recreation, public amenities, and equitable access,
while ensuring natural resource protection
Work Plan Questions?
Long-Term Forecast
and Financial Context
Tariffs currently* in effect
•China: 145% on most goods
•Mexico & Canada: 25% on most goods
•Most other countries: 10% on most goods
•Steel, Aluminum, Cars: 25%
•Excluded trade: services, certain electronics*, semiconductors*,
pharmaceuticals*, rare earth minerals, and certain other goods
*as of 4/14/2025
CalPERS Market Impact Timing
Investments re-measured Returns reported
Actuarial tables updated
Payments begin
June 2025 July 2025 July 2026 July 2027
Revenue Changes from Last Forecast
Development Fees Sales Tax
-$2.1M -$2.4M
Looming Costs to Prioritize
Fire hazard severity map implementation
•Righetti (Orcutt) community parks
•Prado bridge widening & interchange
•Fifth fire station
Construction of several large and costly capital projects
Operation of a fifth fire station
Capacity to support cost to attract & retain a qualified workforce
CalPERS funded status and cost of annual pension contributions
Economic Outlook & General Fund Forecast
(millions)FY ’24 FY ’25 FY ’26 FY ’27 FY ’28 FY ’29
Taxes $100.9 $103.5 $105.6 $108.6 $112.4 $116.3
Other $18.9 $22.6 $11.2 $11.5 $11.7 $12.0
Total Revenue $119.8 $126.1 $116.8 $120.1 $124.1 $128.3
Staffing $68.7 $75.2 $75.8 $80.2 $86.3 $88.9
Capital $32.8 $26.0 $25.5 $25.6 $27.6 $28.2
Other $17.2 $25.3 $15.5 $14.3 $13.2 $13.3
Total Expenditures $118.7 $126.5 $116.8 $120.1 $127.1 $130.3
Surplus / (Deficit)$1.1 ($0.4)$0 $0 ($3.0)($2.0)
Budget Recommendations
Financial Planning Objectives
1.Reduce expenditures and accurately forecast revenue to
deliver a balanced budget
2.Minimize impacts to the community by preserving service
levels and funding high priority projects
Budget Balancing Strategies
Short Term Strategies
•Buy time to make thoughtful long-
term decisions
•Ex: Hiring chill, capital reductions,
use of reserves, etc.
Longer Term Strategies
•Achieve structural balance
•Ex. Program changes, expenditure
reductions, revenue generation
Both: Carefully implemented to minimize
impact to community & preserve service levels
Balancing the Budget
FY 2025-26
Initial Surplus / (Deficit)($2.5M)
+Base Budget Savings +$1.6M
+Reduced Capital Expenditures +$1.0M
+Increased staffing savings assumption +$0.6M
(SOBCs)($0.7M)
Proposed Surplus / (Deficit)$0
Base Budget Development
No cost escalators built in from FY 2024-25 non-staffing operating budgets
All one-time funding was removed
Decreased flexibility to respond to emergent priorities
Delivered savings of $1.6M vs. last forecast
Base Budget Restorations
Item Restoration
Animal Services contract increases*$25k
Other Police contract increases $20k
Downtown sidewalk scrubbing $20k
Tree/vegetation fuel management funding $20k
Total $85k
* Expect that Animal Services contract will actually increase by
$50k.
Reductions to Capital Expenditures
•Very modest reduction in proposed capital spending to address
capacity constraints, also reduces operating deficit
•Community identified priorities like Righetti Park remain funded
•Delivered savings of $1.0M vs last forecast
LRM Budget Allocations
Proposed allocations reflect a
modest reduction in the capital
ratio compared to prior years.
Addresses capacity constraints
Pro Forma LRM Budget Allocations
Ratio with LRM
funded capital staff
added to capital
allocation could be
up to 75%
LRM FY 2025-26 FY 2026-27
Revenue $31.6M $32.5M
Capital $21.9M $21.9M
Capital Ratio 69%67%
Capital Staff $1.8M $1.9M
Adjusted Ratio 75%73%
General Fund SOBC* Recommendations
(recommendations requiring support from the General Fund)
*Significant Operating Budget Changes
Department Item FY ‘26 FY ‘27
Admin Voter Engagement Plan $90k $30k
CDD CAPSLO (safe parking, rotating overnight
parking, hotel vouchers)
$139k $88k
Fire EV Fire Suppression Blankets $11k -
Fire Fuel Budget $30k $30k
Public Works 1.00 FTE Comms Coordinator $35k $35k
Public Works 1.00 FTE Heavy Equipment Mechanic $94k $94k
Department Item FY ‘26 FY ‘27
Police Add 2.00 FTE Police Officers &
Equipment $235k $227k
Police Computer Aided Dispatch $10k $10k
Police Controlled substance testing $18k $18k
Police Safety equipment (tasers)$16k $16k
Police License Plate Reader cameras $18k -
Police & Fire County Licensed Psychiatric Technicians -$16k
General Fund SOBC Recommendations
(recommendations requiring support from the General Fund)
Recommended Headcount Growth: 6.25 FTE
General
Fund Parking Transit Water Sewer
Police Officers*2.00
Heavy Equipment Mechanic 1.00
Communications Coordinator**0.40 0.30 0.30
Water Treatment Plant Mechanic 1.00
Utilities Engineering Technician 0.50 0.50
0.25 FTE UT Billing Assistant 0.125 0.125
Total FTEs 3.40 0.30 0.30 1.625 0.625
* 2.00 FTE Police Officers are partially offset by COPS grant funds
** 1.00 FTE Communications Coordinator to be allocated 40% to the General Fund, 30% to each
Parking and Transit
Enterprise Fund Summaries
Water Fund Summary
(in millions)FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Revenue $32.0 $29.5 $35.1 $36.6 $44.0 $36.7
Expense $31.2 $51.8 $39.4 $33.8 $41.8 $35.0
Surplus /
(Deficit)$0.8 ($22.3)($4.3)$2.8 $2.2 $1.7
•Assumes approval of 5.5% FY 2025-26 rate increase
•Deficits driven by capital expenditures; all reserve levels maintained
Sewer Fund Summary
•Assumes approval of 6.5% rate increase
•Deficits driven by capital expenditures; all reserve levels maintained
(in millions)FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Revenue $40.2 $36.4 $22.4 $23.9 $25.5 $27.2
Expense $38.9 $58.6 $28.4 $28.1 $26.3 $27.0
Surplus /
(Deficit)$1.3 ($22.2)($6.0)($4.2)($0.8)$0.2
Parking Fund Summary
(in millions)FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Revenue $65.1 $10.0 $9.6 $10.5 $10.5 $10.5
Expense $28.9 $52.9 $11.6 $10.1 $11.9 $10.1
Surplus /
(Deficit)$36.2 ($42.9)($2.0)$0.4 ($1.4)$0.4
•Revenue forecast based on Dixon Unlimited study
•Deficits driven by capital expenditures; all reserve levels maintained
Transit Fund Summary
(in millions)FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Revenue $6.5 $17.1 $12.0 $14.4 $11.7 $9.4
Expense $6.6 $17.2 $9.6 $14.2 $10.9 $8.1
Surplus /
(Deficit)($0.1)($0.1)$2.4 $0.2 $0.8 $1.3
•Revenue forecast reliant upon federal funding
•Deficits driven by capital expenditures; all reserve levels maintained
Enterprise
Fund SOBCs
In addition to FTEs:
•SOBCs recommended for Water, Sewer and Transit funds to restore
reductions necessitated by the constrained base budget exercise
Parking Transit Water Sewer
Communications Coordinator**0.30 0.30
Water Treatment Plant
Mechanic
1.00
Utilities Engineering Technician 0.50 0.50
0.25 FTE UT Billing Assistant 0.125 0.125
Total FTEs 0.30 0.30 1.625 0.625
Operating Budget Questions?
Draft Capital Improvement Plan
10-Year CIP Development
1.Shift from 2-Year Constrained to 10-Year Constrained
a.Continue to revisit every 2-years
b.Allows for trade-offs as new priorities arise
2.CIP Review Committee
a.Review Initial Requests from Departments
b.Evaluate All Projects
•City Goals
•Staffing Capacity
•Operational Impact
c.Balance Budget
d.Back to CIP Review Committee
e.Consensus from CIP Review Committee
f.Present Recommendation to City Manager
g.Meet with Leadership Group and City Manager
Project Management Capacity
9 Project Managers
FY2024-25 = 96 Project Assignments
•10+ Per Project Manger
•3 Completed Per Project Manger
Year 1 = 64 Project Assignments
•7 Projects Per Project Manager
Year 2 = 42 Project Assignments
•5 Projects Per Project Manager
18 Months on Average to Complete a Project
CIP Fund Summary
2025-27 Financial Plan Outyears
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Fund Year 1 ($K)Year 2 ($K)Year 3 ($K)Year 4 ($K)Year 5 ($K)Year 6 ($K)Year 7 ($K)Year 8 ($K)Year 9 ($K)Year 10 ($K)
401 - Capital Outlay Fund $ 25,524 $ 25,575 $ 26,602 $ 26,154 $ 25,073 $ 24,106 $ 23,151 $ 23,706 $ 24,272 $ 24,849
405 - Infrastructure Invest CIP Fund $ 2,000 $ 3,500 $ 11,172 $ - $ - $ - $ - $ - $ - $ -
601 - Wate r Fund $ 8,027 $ 4,974 $ 11,687 $ 5,916 $ 15,255 $ 21,549 $ 12,624 $ 10,021 $ 8,970 $ 10,623
602 - Sewer Fund $ 7,834 $ 6,932 $ 4,198 $ 4,621 $ 5,421 $ 6,636 $ 3,901 $ 6,240 $ 2,988 $ 7,196
611 - Parking Fund $ 2,146 $ 527 $ 2,083 $ 199 $ 509 $ 20 $ 165 $ 153 $ 44 $ 41
621 - Transit Fund $ 3,156 $ 6,699 $ 3,168 $ 108 $ 592 $ 98 $ 106 $ 92 $ 106 $ 105
Debt $ - $ - $ - $ - $ 75,000 $ - $ - $ - $ - $ -
Grants $ 170 $ 6,450 $ 250 $ 1,250 $ 35,250 $ 250 $ 250 $ 750 $ 250 $ 250
San Luis Ranch Contributions $ - $ - $ 2,000 $ 2,000 $ 11,000 $ - $ - $ - $ - $ -
514 - San Luis Ranch Area Transportation $ 500 $ 1,400 $ - $ - $ - $ - $ - $ - $ - $ -
516 - Citywide Fire Impact Fee $ 284 $ - $ - $ - $ - $ - $ - $ - $ - $ -
519 - Park Improvement Impact Fee Fund $ 1,855 $ - $ - $ - $ - $ - $ - $ - $ - $ -
Grand Total $ 51,495 $ 56,058 $ 61,160 $ 40,247 $ 168,101 $ 52,660 $ 40,195 $ 40,961 $ 36,629 $ 43,065
Asset Maintenance
31%
Asset Replacement
20%
Fleet
5%
IT Replacement Fund
3%
New Asset
35%
Reserve
6%
10-Year By Type
New Assets
Percent of New
Asset Category
Prado Road Interchange 58.5%
Righetti Parks 14.1%
Prado Road Bridge & Road
Widening 9.2%
ATP Projects 6.4%
TOTAL 88.3%
New Assets = Operational Costs
Highlights of First 2 Years of Funding
Yearly Paving Projects Higuera Complete Streets Righetti Park EV Charging Infrastructure Islay Sewer Main Replacement
California Water Main Replacement
Water Meter Upgrades Broadband Infrastructure Emerson Park Parking Structure Safety Element
Police Station TI Fire Station 3/4 Remodel California & Taft Roundabout
Transit Bus Electrification and Charging Infrastructure
Pismo Street Retaining Wall
$6
,
5
0
0
,
0
0
0
2025-26
Play Structure and Fields $4
0
0
,
0
0
0
2027-28
Pocket Park
$2
,
0
0
0
,
0
0
0
2029-30
Pickleball
$1
,
9
0
0
,
0
0
0
2034-35
Pump Track
$9
,
5
0
0
,
0
0
0
2033-34
Basketball and Parking
$6
,
1
1
0
,
0
0
0
2034-35
Tennis Courts
Righetti Park
ATP Projects
Higuera Complete Streets
2025-26
$2,500,000
Foothill Complete Streets
2028-29
$2,500,000
S. Broad Complete Streets
2029-30
$3,000,000
Railroad Safety Trail (Orcutt to Tiburon)
2034-35
$2,450,000
Prado Bridge Widening and Interchange
1.Prado Bridge
a.Construction in Year 3
b.$5M in General Fund from Prado Interchange in Year 1
c.Depleting the IIF by Year 3
2.Prado Interchange
a.Construction in Year 5
b.Debt Service = $75M
iii.Unrealized Grant Funds = $25M
iv.Forecasting $4.6M over 30 years at 5% interest
Assumes $3M and $1.5M in interest in debt financing in years 5 and 6
Fire Station 5 Programming
Year 1
$150,000
Interim Fire Station 5
Year 3
$440,000
Fire Station 3&4 Remodel
Year 1
$1,300,000
Public Safety Projects
Public Safety Center Programming
Year 2
$200,000
Police Building
Paint/Carpet
Year 1
$250,000
Police TI Design
Year 1
$350,000
Police TI, HVAC, and Hydronic System
Year 2
$4,300,000
Dispatch Workstations/Carpet
Year 3
$350,000
Public Safety Center Entitlements/Design
Year 5/6
$1,300,000
Station 5 (year 1) $1.5M
Station 1 (year 4) $2.5M
Station 2 (year 4) $1.5M
Station 3 (year 9) $1.75M
Fire Apparatus Replacements
Laguna Lake Area
$1
5
0
,
0
0
0
Yearly
Silt Removal
$8
5
0
,
0
0
0
2026-27
Golf Course Pro Shop Flood Damage Repair
Golf Course Bridge Repl.
$5
4
0
,
0
0
0
2027-28
Vista Lago Playground $5
0
0
,
0
0
0
2028-29
Lake Dredging $8
0
0
,
0
0
0
2030-31
Lake Dredging
$1
,
7
0
0
,
0
0
0
2031-32
Golf Course Irrigation Replacement $1
,
2
0
0
,
0
0
0
2032-2033
Lake Dredging
Golf Course Parking Lot Paving
$8
0
0
,
0
0
0
2034-35
Lake Dredging
Electric Bus Replacements
Years 1 & 2
$2,500,000
Downtown Transit Center
Year 3
$3,000,000
Marsh Parking Structure Maintenance
Year 3
$2,000,000
Parking Safety Element
Year 1
$1,500,000
Parking and Transit
CIP Questions?
Next Steps
1.Fiscal Health Contingency Plan activation
a.Begin development of longer-term cost reduction strategies
2.Budget Hearing- June 17th
3.Adoption of FY 2026-27 Budget Supplement in June 2026
Recommendations
1.Review the Strategic Budget Direction Report
2.Review the 2025-27 Major City Goals and Work Plans
3.Provide feedback and guidance before adoption in June
Questions for Council
1.Do the Major City Goal work programs adequately address Council and
community expectations, and represent prudent use of limited resources?
2.Does the CIP include projects and budget allocations to address Council and
community priorities and previous commitments?
3.Does the Council wish to see any changes to the budget that need to be made
before the June 17th budget hearing?
Thank You
CalPERS Funded Status
Sales tax vs last forecast
•Sales tax forecast reduced as catalysts for renewed growth are elusive
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Last Forecast 52.9M 55.8M 57.3M 59.0M
Current Forecast 52.9M 53.2M 54.9M 56.6M
Variance - (2.7M) (2.4M) (2.5M)
Development Fee Trend
$-
$1.0M
$2.0M
$3.0M
$4.0M
$5.0M
$6.0M
$7.0M
$8.0M
FY 2017-
18
FY 2018-
19
FY 2019-
20
FY 2020-
21
FY 2021-
22
FY 2022-
23
FY 2023-
24
FY 2024-
25
Expected
Shortfall
Code Enforcement Capacity
Code Enforcement Capacity cont.
Code Enforcement Capacity cont.
Code Enforcement Capacity cont.
Code Enforcement Capacity cont.
Code Enforcement Capacity cont.
Hydrology
Stormwater starts in the Irish Hills (Prefumo
Creek)
Water moves quickly, carrying a lot of
sediment
After LOVR, the channel becomes artificial
and flattens out
Water slows down, losing energy
Silt and sediment settle into Laguna Lake
From Laguna Lake, water continues into
another artificial channel near Madonna Road
This channel directs flow toward SLO
Creek
Water enters SLO Creek
SLO Creek must stay clear so that
Prefumo Creek can flow properly
If SLO Creek is blocked, Prefumo Creek
can back up
Pilot Dredging Project - 2021
1.First pilot dredging project
completed in Laguna Lake.
2.5 Years Permitting + Design
3.Removed 2,000 cubic yards of
material.
4.Construction cost: $604,000.
5.Purpose: Proof of concept for
sediment removal methodology.
Prefumo Creek Sediment
Removal - 2023
Unplanned project following severe
storms.
Removed 8,357 cubic yards of sediment
(preventing deposit into Laguna Lake).
Construction cost: $1,200,000.
More cost-effective: Excavation from
Prefumo Creek is 2.5 times less
expensive than Laguna Lake dredging.
Annual Silt Removal Projects• Funded Yearly through Zone 9
•$150,000/year
•Site 1, 2 and 9: Prefumo Creek
Area
•Site 1 is assessed yearly to see if
sediment removal is
necessary/viable
•Current permit will not allow the
City to remove sediment below
the flow line
•New Permit Submitted
Draft CIP and Potential Trade-off’s
2025-27 Financial Plan Outyears
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
Capital Project Ye a r 1 Ye a r 2 Ye a r 3 Ye a r 4 Ye a r 5 Ye a r 6 Ye a r 7 Ye a r 8 Ye a r 9 Year 10
DeVaul Ranch Playground Replacement $ 550,000
Laguna Lake Golf Course Bridge Repl.$ 600,000
Drainage Infrastructure Replacement $ 750,000 $ 450,000 $ 750,000 $ 1,000,000 $ 1,000,000
Dredging and Shoreline Restoration $ 500,000 $ 800,000 $ 800,000 $ 800,000
Silt Removal $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $150,000 $ 150,000 $ 150,000 $ 150,000
Vista Lago Playground Replacement $ 540,000
$600,000
$550,000
$530,000
$550,000
$600,000
$480,000