West Sacramento City Council
May 17, 2023

Alternatives
Once the required water, sewer, storm drain, and roadway improvements are satisfactorily complete, the jurisdiction must accept the improvements per the Subdivision Map Act.

Coordination and Review
The Engineering Inspector has inspected and approved the public improvements for acceptance. Completion of the required improvements has been approved by the City Engineer and the Community Development Department.

Budget/Cost Impact
The value of the public improvements to be accepted includes water, sewer, storm drain, lighting and roadway for a total value of $5,766,288. Per SIA, Section 10.b, the developer has submitted a Warranty Security bond in the amount of $576,629. The Payment Security bond will remain with the City until time frame prescribed in the SIA, Section 11.b. The Performance Security bond will be released to the developer per SIA, Section 11.c.

ATTACHMENT(S)

1. Resolution 23-34

2. Vicinity Map
438
Attachment 1
RESOLUTION 23-34

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO

ACCEPTING THE MAJORITY OF PUBLIC IMPROVEMENTS FOR
SUBDIVISION NO. 5129, NEWPORT ESTATES UNIT 12
WHEREAS, on July 14, 2021, the City Council of the City of West Sacramento adopted Resolution 21-40 approving the Final Map, Subdivision Improvement Agreement and a Development Reimbursement Agreement for Newport Estates Final Map 5129; and WHEREAS, the associated Subdivision Improvement Agreement (SIA) recorded with said final map required the completion of certain public improvements including landscaping and street trees; and
WHEREAS, City staff has determined that the required water, sewer, storm drain, street lights and roadway improvements per SIA item 1a have been completed per City Standard Specifications and Details and the written specifications; and WHEREAS, the Developer has submitted the required warranty securities as outlined in the Improvement Agreement in order to guarantee the work for the one-year warranty period; and
WHEREAS, the Community Facilities District (CFD) landscaping (SIA item 1b) and the street trees in front of the houses (SIA item 1c) will not be accepted at this time.

NOW, THEREFORE, BE IT RESOLVED AND ORDERED that the City Council of the City of West Sacramento hereby accepts the completed public improvements described above within Newport Estates Unit 12, constructed in accordance with the Subdivision Improvement Agreement and City Standards, and releases the appropriate Performance Securities posted with the associated Subdivision Improvement Agreement.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of West Sacramento on this 17th day of May 2023, by the following vote:

AYES:

NOES:

ABSENT:

ATTEST:

Martha Guerrero, Mayor
Jennifer Cusmir, City Clerk
439
4/4/2023, 10:58:33 AM
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Esri Community Maps Contributors, County of Sacramento, Yolo County, California State Parks. © OpenStreetMap. Microsoft. Esri. HERE. Garmin.

SafeGraph. GeoTechnologies. Inc, METI/NASA. USGS. Bureau of Land Management. EPA. NPS. US Census Bureau. USDA
West Sacramento Staff
This map was generated using the City of West Sacramento Parcel viewer. Information is accurate as of the time it was printed and should be used for reference purposes only.

Vicinity Map Attachment 2
Newport 12
440

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 11
SUBJECT:

CONSIDERATION OF ACCEPTANCE OF THE ANNUAL COMPREHENSIVE FINANCIAL REPORT AND RELATED DOCUMENTS FOR FISCAL YEAR ENDING JUNE 30, 2022 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Becky Robertson, Finance Manager
Finance Department
ATTACHMENT [X] Yes [ ] No [X ] Information [ ] Direction [ ] Action

OBJECTIVE
The purpose of this report is to provide the final audited Annual Comprehensive Financial Report (“Annual Report” or “ACFR”), Single Audit, and Appropriations Limit Report to City Council for the fiscal year ending June 30, 2022 as required by federal and state regulations.

RECOMMENDED ACTION
As providing the City Council with the final audited Annual Comprehensive Financial Report (“Annual Report” or “ACFR”), Single Audit, and Appropriations Limit Report and related documents to City Council for the fiscal year ending June 30, 2022 is an informational item only, no action is required.

BACKGROUND
Government Code Sections 37208, 40804 and 53891 and various other federal and state regulations provide that the City prepare and publish annual audited financial statements. Last fiscal year’s financial statements were audited by Crowe, LLC., an independent public accounting firm. The reports will be distributed to other agencies as provided by law.

ANALYSIS
Annual Comprehensive Financial Report (Annual Report) The auditor has opined that the City’s Annual Report presents fairly, in all material respects, the respective financial position of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of West Sacramento, California, as of June 30, 2022. In addition to the respective changes in financial position and cash flows, the respective budgetary comparisons for the general fund and the major special revenue funds for the year ended in conformity with accounting principles generally accepted in the United States of America.

Single Audit and Compliance Reports. As a condition to receiving federal and/or select state financial assistance over a certain dollar value each year, the City is required to have a Single Audit Report. This report focuses on compliance with the requirements described in the Code of Federal Regulations (2CFR200) and requirements described in the City’s Internal Control procedures. This report was filed with the regulatory agency on March 31, 2023. The final audit report contains one reportable material weakness related to the city’s internal controls over financial reporting.

Finding 2022-001 refers to a material weakness related to the city’s internal control over its financial reporting process in accordance with generally accepted accounting principles (GAAP). The auditors identified errors in posted entries where the city did not ensure that all transactions were recorded timely and accurately at yearend resulting in adjusting entries needing to be posted to the financials to accurately report the financial statement balances.

The City Finance Department has internal controls in place to prevent these financial closing and reporting issues. Unfortunately, those procedures did not work for the period being audited due to significant issues experienced during the 2021/22 fiscal year, including vacancies of key staff members, including a 50% vacancy for the accounting and audit division, staff assuming new roles and responsibilities in the Finance Department, implementation of a significant ERP upgrade, laborious FEMA claims related to the COVID-19 pandemic, and implementations of new and complex Governmental Accounting Standards Board (GASB) pronouncements.

Most of the issues were found by City staff and were simply an issue of timing given that the books were not fully closed before the final audit fieldwork commenced.
441
Annual Comprehensive Financial Report
May 17, 2023

Finance staff will continue to spend the next fiscal year documenting policies and procedures as well as following existing internal controls to ensure financial closing entries and reporting are timely and accurate. This includes implementing a monthly close and regular account reconciliations throughout the fiscal year to be better prepared for audit fieldwork, regardless of what other issues are impacting the staff’s availability and capacity at and after fiscal year end. Training of Finance staff will be prioritized, including training for new supervisors and employees who are ultimately the control for various accounting procedures (approvers) to provide continued growth in the governmental accounting concepts and new and emerging accounting topics as well as to ensure approvers are fully prepared to provide the control over processes to which they have been assigned. In addition, management staff in the Finance department will provide on-site training, duplicate reviews, and mentorship to allow for continued growth in the finance and accounting staff to better ensure staff is able to provide accurate entries and appropriate controls over those entries during the review and approval process.

Appropriations Limit. California law requires the City to have a CPA perform certain agreed-upon procedures to the Appropriations Limit under American Institute of Certified Public Accountants attestation standards. Based upon the application of these procedures, the auditors found that nothing came to their attention that caused them to believe that the Appropriations Limit was not computed in accordance with Article XIIIB of the California Constitution.

Digital copies of the Annual Report, Single Audit and Appropriations Limit Report for the fiscal year ending June 30, 2022 may be located on the City’s website at
https://www.cityofwestsacramento.org/government/departments/administrative-services/financial-documents.

Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
These actions support the City’s mission to provide a City government that is financially sound.

Alternatives
Not applicable
Coordination and Review
Not applicable
Budget/Cost Impact
Not applicable

ATTACHMENTS

1. Annual Comprehensive Financial Report

2. Single Audit

3. Appropriations Limit
442

CITY OF WEST SACRAMENTO, CALIFORNIA

SINGLE AUDIT
Year ended June 30, 2022
443

CITY OF WEST SACRAMENTO, CALIFORNIA

SINGLE AUDIT
Year ended June 30, 2022

CONTENTS
INDEPENDENT AUDITOR’S REPORT ON INTERNAL CONTROL OVER FINANCIAL

REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT

OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH
GOVERNMENT AUDITING STANDARDS............................................................................................ 1 INDEPENDENT AUDITOR’S REPORT ON COMPLIANCE FOR EACH MAJOR FEDERAL PROGRAM; REPORT ON INTERNAL CONTROL OVER COMPLIANCE;

AND REPORT ON THE SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS AS REQUIRED BY THE UNIFORM GUIDANCE .................................................................................. 3 SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS ................................................................... 6 NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS ............................................... 8 SCHEDULE OF FINDINGS AND QUESTIONED COSTS:

SECTION I – SUMMARY OF AUDITOR’S RESULTS ........................................................................ 9 SECTION II – FINDINGS RELATING TO THE FINANCIAL STATEMENTS, WHICH

ARE REQUIRED TO BE REPORTED IN ACCORDANCE WITH
GENERALLY ACCEPTED GOVERNMENT AUDITING STANDARDS .............................................. 10 SECTION III – FEDERAL AWARD FINDINGS AND QUESTIONED COSTS .................................... 14 SUMMARY OF PRIOR YEAR FINDINGS ................................................................................................ 15 444
(Continued)

1. Crowe LLP
Independent Member Crowe Global
INDEPENDENT AUDITOR’S REPORT ON INTERNAL CONTROL OVER

FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS

BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN

ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS
To the Honorable Mayor and Members of City Council
City of West Sacramento, California
West Sacramento, California
We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities, businesstype activities, each major fund, and the aggregate remaining fund information of City of West Sacramento, California (the City), as of and for the year ended June 30, 2022, and the related notes to the financial statements, which collectively comprise City’s basic financial statements and have issued our report thereon dated March 31, 2023.

Report on Internal Control Over Financial Reporting
In planning and performing our audit of the financial statements, we considered City of West Sacramento internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of City of West Sacramento internal control. Accordingly, we do not express an opinion on the effectiveness of City of West Sacramento internal control.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that were not identified. We did identify certain deficiencies in internal control, described in the accompanying Schedule of Findings and Questioned Costs as item 2022-001 that we consider to be a material weakness.
445

2. Report on Compliance and Other Matters
As part of obtaining reasonable assurance about whether City of West Sacramento's financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

City of West Sacramento’s Response to Finding
Government Auditing Standards requires the auditor to perform limited procedures on the City of West Sacramento’s response to the finding identified in our audit and described in the accompanying Schedule of Findings and Questioned Costs. The City of West Sacramento’s response was not subjected to the other auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on the response.

Purpose of this Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the entity’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the entity’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.

Crowe LLP
Sacramento, California
March 31, 2023
446
(Continued)

3. Crowe LLP
Independent Member Crowe Global
INDEPENDENT AUDITOR’S REPORT ON COMPLIANCE FOR EACH MAJOR FEDERAL PROGRAM; REPORT ON INTERNAL CONTROL OVER COMPLIANCE; AND REPORT ON THE SCHEDULE OF

EXPENDITURES OF FEDERAL AWARDS REQUIRED BY THE UNIFORM GUIDANCE To the Honorable Mayor and Members of City Council
City of West Sacramento, California
West Sacramento, California
Report on Compliance for Major Federal Program
Opinion on Major Federal Program
We have audited City of West Sacramento’s compliance with the types of compliance requirements identified as subject to audit in the OMB Compliance Supplement that could have a direct and material effect on City of West Sacramento’s major federal program for the year ended June 30, 2022. City of West Sacramento’s major federal program is identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs.

In our opinion, City of West Sacramento complied, in all material respects, with the compliance requirements referred to above that could have a direct and material effect on its major federal program for the year ended June 30, 2022.

Basis for Opinion on Major Federal Program
We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America (GAAS); the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States (Government Auditing Standards); and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Our responsibilities under those standards and the Uniform Guidance are further described in the Auditor’s Responsibilities for the Audit of Compliance section of our report.

We are required to be independent of City of West Sacramento and to meet our other ethical responsibilities, in accordance with relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion on compliance for the major federal program. Our audit does not provide a legal determination of City of West Sacramento’s compliance with the compliance requirements referred to above.

Responsibilities of Management for Compliance
Management is responsible for compliance with the requirements referred to above and for the design, implementation, and maintenance of effective internal control over compliance with the requirements of laws, statutes, regulations, rules and provisions of contracts or grant agreements applicable to City of West Sacramento’s federal programs.
447
(Continued)

4. Auditor’s Responsibilities for the Audit of Compliance Our objectives are to obtain reasonable assurance about whether material noncompliance with the compliance requirements referred to above occurred, whether due to fraud or error, and express an opinion on City of West Sacramento’s compliance based on our audit. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS, Government Auditing Standards, and the Uniform Guidance will always detect material noncompliance when it exists. The risk of not detecting material noncompliance resulting from fraud is higher than for that resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Noncompliance with the compliance requirements referred to above is considered material, if there is a substantial likelihood that, individually or in the aggregate, it would influence the judgment made by a reasonable user of the report on compliance about City of West Sacramento’s compliance with the requirements of the major federal program as a whole.

In performing an audit in accordance with GAAS, Government Auditing Standards, and the Uniform Guidance, we
 exercise professional judgment and maintain professional skepticism throughout the audit.  identify and assess the risks of material noncompliance, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding City of West Sacramento’s compliance with the compliance requirements referred to above and performing such other procedures as we considered necessary in the circumstances.
 obtain an understanding of City of West Sacramento’s internal control over compliance relevant to the audit in order to design audit procedures that are appropriate in the circumstances and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of City of West Sacramento’s internal control over compliance. Accordingly, no such opinion is expressed.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and any significant deficiencies and material weaknesses in internal control over compliance that we identified during the audit.

Report on Internal Control Over Compliance
A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance.

Our consideration of internal control over compliance was for the limited purpose described in the Auditor’s Responsibilities for the Audit of Compliance section above and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies in internal control over compliance. Given these limitations, during our audit we did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses, as defined above. However, material weaknesses or significant deficiencies in internal control over compliance may exist that were not identified.
448

5. Our audit was not designed for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, no such opinion is expressed.

The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose.

Report on Schedule of Expenditures of Federal Awards Required by the Uniform Guidance We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of City of West Sacramento as of and for the year ended June 30, 2022, and the related notes to the financial statements, which collectively comprise City of West Sacramento’s basic financial statements. We issued our report thereon dated March 31, 2023, which contained unmodified opinions on those financial statements. Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise the basic financial statements. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the Uniform Guidance and is not a required part of the basic financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole.

Crowe LLP
Sacramento, California
March 31, 2023
449

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
Year ended June 30, 2022
(Continued)

6. Pass-through
Federal Entity
AL Identifying
Federal Grantor/Program Title Number Number Expenditures U.S. Department of Housing and Urban Development:

Direct Program
E & F Street Improvements 14.218 * $ 104,884
Passed-through the State of California Department of
Housing and Urban Development
Community Development Block Grants/State Program
CDBG Use of Program Income 14.228 * 72,218
Home-Revolving PI - Multi Year Home Grants 14.239 * 42,737 Emergency Solutions Grant - Pisor Fence 14.231 * 150,196 Emergency Solutions Grant - Electrical work 14.231 * 1,550 Total U.S. Department of Housing and
Urban Development 266,701
U.S. Department of Justice
Direct Programs:

West Sacramento COVID-19 Response Funding 16.034 * 1,439 Bulletproof Vest Partnership Program 16.607 * 3,432
Total U.S. Department of Justice 4,871
U.S. Department of Transportation, Federal Highway Administration Passed-through the State of California Business, Transportation and Housing Agency
Highway Planning and Construction Cluster:

Sycamore Park U.S. 50 Connecting Phase 2 20.205 CML-5447(044) 83,462 West Cap/Harbor/Jefferson Road Rehab 20.205 HSIPSTPL-5007(042) 4,551,719 Inclusive TDM Strategy 20.205 SA1819106 28,655
Median Installation 20.205 HSIPSTPL-5447(047) 21,049
Traffic Signal Improvement 20.205 HSIPSTPL-5447(048) 49,905 Safety Feature Installation 20.205 HSIPSTPL-5447(049) 41,081 Intersection Improvement 20.205 HSIPSTPL-5447(050) 17,548 North Riverwalk Park 20.205 STPCML-5447(051) 105,088
Riverfront Street Extension 20.205 STPL-5447(045) 2,000 Sacramento Ave Corridor 20.205 STPLNI-5447(052) 1,360
Subtotal Highway Planning and Construction Cluster 4,901,867 450

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
Year ended June 30, 2022
See accompanying notes to schedule of expenditures of federal awards.

7. Pass-through
Federal Entity
AL Identifying
Federal Grantor/Program Title Number Number Expenditures U.S. Department of Transportation, Federal Highway Administration (continued) Passed-through the State of California, Office of Traffic Safety Highway Safety Cluster:

State and Community Highway Safety 20.600 PT22105 $ 16,460 State and Community Highway Safety 20.600 PT21078 8,906 Minimum Penalties for Repeat
Offenders for Driving While Intoxicated 20.608 PT22105 17,572 Minimum Penalties for Repeat
Offenders for Driving While Intoxicated 20.608 PT21078 8,005 Total U.S. Department of Transportation 50,943
U.S Department of Treasury
Passed-through Yolo County
Coronavirus Relief Fund 21.019 * 76,228
Coronavirus State and Local Fiscal
Recovery Funds - Wastewater Arrearages Program 21.027 * 152,326 Total U.S. Department of Treasury 228,554
U.S. Environmental Protection Agency
Direct Program
Brownfields Assessment and Cleanup Cooperative
Agreements 66.818 * 12,010
U.S. Department of Homeland Security
Direct Program
FEMA 4472DR-CA California COVID 19 Pandemic 97.036 * 669,292 U.S. Department of Department of Homeland Security
Direct Program
Homeland Security:

Yolo HSGP 2019 FD CERT 97.067 * 6,214
Yolo HSGP 2020 PD Camera Trailer 97.067 * 7,637
UASI HSGP 2019 PD Special Event Barriers 97.067 G11016919 214,968 UASI HSGP 2019 PD Bomb Suits 97.067 G11016919 38,226
UASI 2019 FD SEEK Cameras 97.067 G11016919 18,995
Homeland Security Cluster 286,040
Total expenditures of federal awards $ 6,525,162
* No pass-through number was provided by the pass-through entity. 451

CITY OF WEST SACRAMENTO, CALIFORNIA

NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
Year ended June 30, 2022

8. NOTE 1 - BASIS OF PRESENTATION
The accompanying Schedule of Expenditures of Federal Awards (the Schedule) includes the federal grant activity of the City of West Sacramento (the City) under programs of the federal government for the year ended June 30, 2022. The information in this schedule is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements for Federal Awards (Uniform Guidance). Because the Schedule presents only a selected portion of the City’s operations, it is not intended to be and does not present the financial position, changes in financial position, or cash flows of the City.

Expenses reported on the Schedule of enterprise funds are reported on the accrual basis and expenditures of governmental funds are reported on the modified accrual basis of accounting. Such expenses/expenditures are recognized following the cost principles contained in the Uniform Guidance, wherein certain types of expenses are not allowable or are limited as a reimbursement.

Loan program expenditures represent loans disbursed during the period. City of West Sacramento has elected not to use the 10-percent de minimis indirect cost rate as allowed under the Uniform Guidance.

The City applied an Indirect Cost Allocation Plan (ICAP) rate approved by the California State Transportation Agency, Department of Transportation (CalTrans) to AL 20.205. The ICAP during the year ended June 30, 2022 included an ICAP rate of 98.85% and a fringe benefit rate of 42.58% of total direct salaries and wages. Indirect costs were applied only to the Highway Planning and Construction Cluster.

NOTE 2 –SUBRECIPIENTS
There were no subrecipients of the City's programs during the year ended June 30, 2022.

NOTE 3 – LOAN PROGRAMS
The outstanding balances of loan programs were as follows:

AL Outstanding
Federal Program Number Loan Balance
Community Development Block Grant 14.228 $ 7,597,783
Home Investment Partnerships Program 14.239 $ 3,924,214 452

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year ended June 30, 2022

9. SECTION I - SUMMARY OF AUDITOR’S RESULTS
Financial Statements
Type of report the auditor issued on whether
the financial statements audited were prepared
in accordance with GAAP: Unmodified
Internal control over financial reporting:

Material weakness(es) identified? X Yes No
Significant deficiency(ies) identified? Yes X None reported Noncompliance material to financial statements noted? Yes X No Federal Awards
Internal control over major federal programs:

Material weakness(es) identified? Yes X No
Significant deficiencies identified not
considered to be material weaknesses? Yes X None reported Type of auditor’s report issued on compliance for
major federal programs: Unmodified
Any audit findings disclosed that are required to be
reported in accordance with 2 CFR 200.516(a)? Yes X No
Identification of major federal programs:

AL Number

20.205 Highway Planning and Construction
Cluster

Dollar threshold used to distinguish between
type A and type B programs: $750,000
Auditee qualified as low-risk auditee? Yes X No
453

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year ended June 30, 2022
(Continued)

10. SECTION II - FINDINGS RELATING TO THE FINANCIAL STATEMENTS, WHICH ARE REQUIRED TO

BE REPORTED IN ACCORDANCE WITH GAGAS

CURRENT YEAR FINDINGS - FINANCIAL STATEMENT AUDIT
2022-001 MATERIAL WEAKNESS – FINANCIAL REPORTING
Criteria:

An essential aspect of any City’s internal control over its financial reporting process is the ability to produce accurate financial data in accordance with generally accepted accounting principles (GAAP). Accurate financial reporting enables management and the City Council to have a sound financial basis for decision making.

Condition:

We noted the following conditions related to the City’s controls over financial reporting:
 Pension Liabilities and Related Deferred Outflows and Inflows of Resources: For the Enterprise Funds - Per inspection of the city's GASB Statement No. 68 entries, it was noted the City had several errors in the spreadsheet causing journal entries calculated to be incorrect, resulting in errors in the Net Pension Liability balances in the Sewer Fund and the Water Fund.

For both Business-Type and Governmental Activities, amounts were incorrectly entered into the Pension deferred inflow/outflow of resources spreadsheet by City staff as positive numbers causing material misstatements in the deferred inflows and deferred outflow of resources balances related to pension as of June 30, 2022.
 Other Postemployment Benefits (OPEB) Disclosures - For both Business-Type and Governmental Activities, there were inconsistencies noted in the OPEB Actuarial report provided by the actuary that reported two different fiduciary net positions and two different OPEB liability balances. City staff in their review of the actuary report did not identify these inconsistencies existed prior to preparing related reporting disclosures.
 Port Fund Service Concession Arrangements – The Service Concession Liability and related deferred inflow of resources were improperly stated due to City staff’s errors in updating the calculation worksheet.
 Successor Agency’s closing debt entries – The current year amortization of the deferred outflows of resources related to debt refunding and the bond premium were not accurately reported in the City’s trial balance. The current year impact on these balances were identified during the audit of these balances.
 GASB Statement No. 87 Leases – Issuance of leases was not properly recorded on the fund level.

Adjustments to ensure proper classification and reporting were made in the amount of $2,661,037.  Due to other funds/Due from other funds – These offsetting balances on the governmental fund level were not in balance in the provided trial balance due to a clerical coding error to an improper object code. $213,177 was reclassified in the Non-major fund, Transit Fund, from Due to other funds to Due to Other Governments.
454

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year ended June 30, 2022
(Continued)

11. SECTION II - FINDINGS RELATING TO THE FINANCIAL STATEMENTS, WHICH ARE REQUIRED TO BE REPORTED IN ACCORDANCE WITH GAGAS (Continued)
CURRENT YEAR FINDINGS - FINANCIAL STATEMENT AUDIT (Continued) 2022-001 MATERIAL WEAKNESS – FINANCIAL REPORTING (Continued) Condition: (Continued)
 Capital Outlay – During our testing of the capital outlay expenditures in the City Capital Projects Fund, it was identified that a $6.9 million reclassification of capital expenditures was improperly presented in the current year under audit. The reversal of the improper reclassification has been adjusted and properly presented in the current year financial statement.  Financial Reporting and Close Process - Over the course of the audit process, there were a significant number of correcting journal entries provided to the auditors by the City after the trial balance was provided to us to audit. Some journal entries were reclassifications, however, a number of the entries were corrections to the June 30, 2022 balances reported to us to audit due to subsequent reviews performed by City staff or as a result of differences identified through the audit process. The timing, number and magnitude of these correcting entries indicates that the City’s internal controls over financial reporting were not designed or operating effectively to prevent, detect and correct misstatements on a timely basis.

Portions of this is a repeat finding of 2021-001 and 2021-002.

Cause:

The City’s closing process did not ensure that all transactions were recorded timely and accurately.

Effect:

The following adjusting entries were posted to the financials to properly state the financial statement balances:
 Governmental Activities –
o reduction of Deferred Outflows of Resources – Pension in the amount of $697,172 o increase of Deferred Inflows of Resources – Pension in the amount of $59,469,190 o increase of pension expense in the amount of $60,166,362 o There was an adjustment to decrease the fiduciary net position and the net OPEB asset by $416,980, respectively, in the OPEB footnote disclosures. o Governmental Funds
 General Fund –
 reduction of Equipment expense in the amount of $1,757,037  increase in Financing sources – Issuance of Leases in the amount of $1,757,037
 City Capital Projects Fund –
 increase in General Government Expense in the amount of $6,934,975  reduction of Capital outlay expense in the amount of $6,934,975  Non-Major Funds –
 reduction of Equipment expense in the amount of $904,000  increase in Financing sources – Issuance of Leases in the amount of $904,000
 reduction in Due to Other Funds in the amount of $213,177  increase in Due to Other Governments in the amount of $213,177 455

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year ended June 30, 2022
(Continued)

12. SECTION II - FINDINGS RELATING TO THE FINANCIAL STATEMENTS, WHICH ARE REQUIRED TO BE REPORTED IN ACCORDANCE WITH GAGAS (Continued)
CURRENT YEAR FINDINGS - FINANCIAL STATEMENT AUDIT (Continued) 2022-001 MATERIAL WEAKNESS – FINANCIAL REPORTING (Continued) Effect: (Continued)
 Business-Type Activities –
o Sewer Fund
 reduction of Deferred Outflows of Resources – Pension in the amount of $6,398  increase of Pension Liabilities in the amount of $532,094  increase of Deferred Inflows of Resources – Pension in the amount of $768,284  increase of pension expense in the amount of $1,306,776 o Water Fund
 increase of Deferred Outflows of Resources – Pension in the amount of $6,399  reduction of Pension Liabilities in the amount of $532,094  increase of Deferred Inflows of Resources – Pension in the amount of $376,436  decrease of pension expense in the amount of $162,057 o Port Fund
 reduction in Other Liabilities in the amount of $426,246  increase of Deferred Inflows of Resources – Service Concession Arrangement in the amount of $417,918
 increase of Deferred Inflows of Resources – Pension in the amount of $150,928  increase of pension expense in the amount of $150,928  increase in Accounts Payable in the amount of $28,000  increase Capital Improvements Program Expenses in the amount of $28,000  Fiduciary Activities –
o Successor Agency to the Redevelopment Agency Fund
 reduction of Deferred Outflows of Resources – refunding debt in the amount of $89,256
 reduction of Unamortized Premium in the amount of $180,860  increase of Net Position in the amount of $91,604
Recommendation:

We recommend the City evaluate the current internal control procedures over financial closing and reporting to ensure financial balances reported in their trial balance are concluded on timely and accurately. This includes a review of all closing entries to ensure transactions are posted in the correct financial direction, to the proper fund, object and account. We also recommend the City seek training for City Finance personnel to better understand governmental accounting concepts and new and emerging accounting topics.
456

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year ended June 30, 2022

13. SECTION II - FINDINGS RELATING TO THE FINANCIAL STATEMENTS, WHICH ARE REQUIRED TO BE REPORTED IN ACCORDANCE WITH GAGAS (Continued)
CURRENT YEAR FINDINGS - FINANCIAL STATEMENT AUDIT (Continued) 2022-001 MATERIAL WEAKNESS – FINANCIAL REPORTING (Continued) Views of Responsible Officials and Planned Corrective Action:

The City Finance Department has internal controls in place to prevent these financial closing and reporting issues. Unfortunately, those procedures did not work for the period being audited due to significant issues experienced during the 2021/22 fiscal year, including vacancies (33%) of key staff members including a 50% vacancy for the accounting and audit division, staff assuming new roles and responsibilities in the Finance Department without sufficient training/experience, implementation of a significant ERP upgrade, laborious FEMA claims related to the COVID-19 pandemic, and implementations of new and complex GASB pronouncements. Changes found by the City after the trial balance was provided to the auditors are simply an issue of scheduling, and not having the books fully closed before the trial balance was provided, again, due to the reasons provided above.

Finance staff will continue to spend the next fiscal year documenting policies and procedures as well as following existing internal controls to ensure financial closing entries and reporting are timely and accurate.

This includes implementing a monthly close and regular reconciliations throughout the fiscal year to ensure we are better prepared for audit fieldwork, regardless of what other issues are impacting staff’s availability and capacity at and after fiscal year end. Training of Finance staff will be prioritized, including training for new supervisors and employees who are ultimately the control for various accounting procedures (approvers) to provide continued growth in the governmental accounting concepts and new and emerging accounting topics as well as to ensure approvers are fully prepared to provide the control over processes they have been assigned. In addition, management staff in the Finance department will provide on-site training, duplicate reviews, and mentorship to allow for continued growth in the finance and accounting staff to better ensure staff is able to provide accurate entries and appropriate controls over those entries during the approval process.
457

CITY OF WEST SACRAMENTO, CALIFORNIA

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year ended June 30, 2022

14. SECTION III – FEDERAL AWARD FINDINGS AND QUESTIONED COSTS None were reported.
458

CITY OF WEST SACRAMENTO, CALIFORNIA

SUMMARY OF PRIOR YEAR FINDINGS
Year ended June 30, 2022
(Continued)

15. PRIOR YEAR FINDINGS - FINANCIAL STATEMENT AUDIT
2021-001 MATERIAL WEAKNESS – REFUNDING DEBT ENTRIES
Condition:

During our review of the bond schedules for the Water Fund, it was noted there were errors in the posted entries for Deferred Amount on Refunding of Debt in where the ending balance was posted instead of the current year change resulting in an overstatement of the account balance. Additionally, due to the issuance of a refunding bond in the current year, the Unamortized Bond Premium of the debt being refunded was not properly written off from the general ledger resulting in an overstatement of the account balance.

Recommendation:

We recommend ensuring controls are in place over the posting of debt entries and the rolling of the debt workbooks to include a secondary independent review.

Current Status: Not implemented. See current year finding 2022-001.

Responsible Officials Explanation if Not Implemented:

The Water refunding that took place in FY 2020/21 was a unique structure, called a Cinderella Structure, whereby only some of the debt was immediately callable, and other bonds were callable in a future fiscal year. As such, only a portion of the refunding is tax exempt, and the remaining amounts are taxable and will be converted to tax exempt once those bonds are callable. The City’s finance team, including a team of consultants, developed this structure with the proposing bank to accommodate the refinance for significant savings prior to the date when all bonds were callable. As such, no City staff had ever posted a journal entry for this type of uniquely structured refunding. The debt entry was reviewed by multiple accountants, the Finance Manager, and the Finance Director, more than following the internal controls and procedures in place for the City. Because of the unique nature of this refunding, the entry was complicated and evidently even with multiple reviews was not properly posted.

Management staff will continue to monitor records to ensure proper recording of these accounts in its financial statements. For rare transactions, including more complicated debt refinancings like this one, management staff in the Finance Department will coordinate with auditors and/or other financial experts during the posting of the transaction to be sure all appropriate entries are made and reviewed appropriately before posting to the general ledger. In addition, continual training of Finance staff will be prioritized, including training for new supervisors and employees who are ultimately the control for various accounting procedures (approvers) to provide continued growth in the governmental accounting concepts and new and emerging accounting topics as well as to ensure approvers are fully prepared to provide the control over processes they have been assigned.

459

CITY OF WEST SACRAMENTO, CALIFORNIA

SUMMARY OF PRIOR YEAR FINDINGS
Year ended June 30, 2022

16. PRIOR YEAR FINDINGS - FINANCIAL STATEMENT AUDIT (Continued) 2021-002 MATERIAL WEAKNESS – USER SERVICE CHARGE ACCRUALS – ENTERPRISE FUNDS Condition:

During our inquiries around the Enterprise Fund User Service Charges analytics as well as the Search for Unrecorded Liabilities procedures in the Enterprise Funds, it was identified that the year-end accruals for the final month of the year were not posted in the Sewer, Water and Refuse funds. On February 23, 2022, the City recorded an adjusting journal entry posted June 30, 2022 to correct the missed accruals.

Recommendation:

We recommend the process to identify and record the amounts due at each period end for services rendered be enhanced to allow for more timely and accurate reporting at year-end.

Current Status: Not implemented. See current year finding 2022-001.

Responsible Officials Explanation if Not Implemented:

During fiscal year 2020/21, the City experienced turnover of key staff members in the Finance Department.

The accrual of the utility user service charges was discovered by City staff during an analysis of our revenues but unfortunately the discovery was untimely, occurring after the trial balance was provided to the auditors. To prevent this error in the future, this entry has been added to our annual journal entry list and assigned to the appropriate staff for processing. While this finding remains open due to the number of issues found during the fiscal year 2021/22 audit, this issue has been corrected as intended and was not a continuing issue in the current audit period as the journal entry was added to the annual JE list and posted appropriately prior to providing the trial balance to the auditors. 460

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 12
SUBJECT:

FY 2021-22 SALES TRANSACTION AND USE TAX MEASURE ANNUAL REPORTS OF

REVENUES AND DISBURSEMENTS
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:

Becky Robertson, Finance Manager
Finance Department
[ ] Council [X] Staff
[ ] Other
ATTACHMENT [X] Yes [ ] No [X] Information [ ] Direction [ ] Action

OBJECTIVE
The purpose of this item is to provide the City Council with an annual report of the receipt and use of the City’s sales transaction and use tax (TUT) measure funds.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council receive the report of the Sales Transaction and Use Tax Measure Revenue and Disbursements for Measures K, V, E and N for the fiscal year ended June 30, 2022.

BACKGROUND
California has a state-mandated minimum sales tax of 7.25 percent. State law allows municipalities in California to increase sales tax up to an additional 3 percent for specific local purposes with at least two-thirds (66.67 percent) voter approval, or for general local purposes with a simple majority (50 percent plus 1) voter approval.

In West Sacramento, the sales tax rate is 8.25 percent, which includes the state-mandated 7.25 percent, plus four separate ¼ cent voter-approved sales TUT measures, Measures K, V, E, and N, that fund important local services and projects.

Measure K
On November 5, 2002, the voters of the City of West Sacramento passed Measure K, which imposed a one-half (1/2) cent transaction and use sales tax. One-quarter (1/4) cent of that tax has no expiration date. The voters also approved a companion advisory measure, Measure J, at the 2002 election that expressed their recommendation that the additional tax revenue be used to fund “the repair and maintenance of city streets, new parks and community facilities, library services, after-school programs, childcare and senior facilities, expanded police and fire protection, and reduction in utility bills and property tax assessments.” On February 5, 2003, the Council approved a conceptual plan to implement Resolution 02-58 which allotted 1/4 cent to a base allocation for an indefinite amount of time to a variety of operation and maintenance costs and 1/4 cent to capital expenditures for a 10-year period.

Measure V
On November 4, 2008, West Sacramento voters approved two measures, Measure U and Measure V. Measure V approved the continuation of the one-quarter (1/4) cent capital allocation of the existing Measure K transaction and use tax for an additional 20 years with expiration set for 2032. Measure U was an advisory measure which provided guidelines for the use of the 1/4 cent TUT proceeds to fund the capital and future operating costs of a streetcar system and unspecified flood protection improvements.

Measure E
In November 2016, West Sacramento voters approved Measure E, which imposed a permanent one-quarter (1/4) cent transaction and use tax. The ballot language identified several areas of focused investment which included City services and initiatives such as repairing roads, building and maintaining bicycle/pedestrian trails, reducing homelessness and its community impacts, improving educational and career opportunities for youth, and enhancing internet access and the use of smart technologies. These priorities were outlined in a Council adopted Measure E Universal Policy document to help ensure that the outcomes envisioned by Measure E are achievable within the available revenues.
461
Tax Measures Annual Report of Revenues and Disbursements May 17, 2023

Measure N
In November 2018, West Sacramento voters approved a permanent one-quarter (1/4) cent TUT for general purposes. The ballot language outlined three funding categories: Public Safety, Inclusive Economic Development, and Community Improvements. In June 2019, Council approved a Measure N policy document which contained recommended allocation of funds between these categories and general terms to guide the review process for Measure N funding proposals, including a policy that 50% of annual revenues will be available to fund public safety related expenditures, 30% of overall revenues would be dedicated to Inclusive Economic Development initiatives, and 20% of overall revenues would be dedicated to Community Investment initiatives.

ANALYSIS
The Measure K report is required to be published in the West Sacramento News Ledger annually after presentation to City Council. All transaction and use tax measure annual reports will also be published to the City’s website at: https://www.cityofwestsacramento.org/government/departments/administrative-services/taxmeasures.

While the annual reports provide information as to how the revenues for each sales tax measure have been appropriated and expended, the Tax Measure page on the City’s website includes a table with details on each tax measure, including the current fiscal year annual revenue estimates and links to advisory measures and/or policy documents providing more detailed information on the eligible uses of funds under each target spending category.

Measure K Report
From inception-to-date, base Measure K sales tax revenues have totaled $57.2 million, of which $51.2 million have been expended for base programs. The City of West Sacramento received $4.8 million in Measure K TUT revenues in FY 2021-22. As of June 30, 2022, the fund balance in the Measure K Fund was $5.5 million, of which $3.8 million was reserved for future light rail/street car operations and $1.7 million was unrestricted.

The Measure K Report (Attachment 1) is intended to show compliance with Resolution 02-58 and reports the base appropriations and disbursements for Fiscal Year 2021-22 and total revenues and expenditures since inception of the measure. The report shows that the Fire and Police Protection Enhancement and Afterschool and other Childcare Programs/Park Safety and Enhancement allocations were approximately 15 and 8 percentage points, respectively, above the target funding percentage over the life of Measure K. The target percentages were based on annual revenues of $2.5 million. Due to the growth in the tax base, Council has appropriated a portion of the incremental revenue received toward these expenditure categories. This report will be published in the News Ledger upon Council acceptance of the report.

Measure V Report
From inception-to-date, Measure V TUT revenues have totaled $41.1 million, of which $29.6 million has been expended. The City of West Sacramento received $4.9 million in Measure V TUT revenues in FY 2021-22. As of June 30, 2022, the balance in the Measure V Fund was $11.6 million, including $0.2 million reserved for future light rail operations & maintenance and $11.4 million in unrestricted balance.

The Measure V Report (Attachment 2) is intended to show compliance with Resolution 08-46 and reports the appropriations and disbursements for Fiscal Year 2021-22 and inception-to-date.

Measure E Report
From inception-to-date, revenues in the Measure E fund have totaled $21.4 million, of which $18.4 million has been expended for base programs. The City of West Sacramento received $4.8 million in Measure E TUT revenues in FY 2021-22. As of June 30, 2022, the balance in the Measure E Fund was $3.0 million.

The Measure E Report (Attachment 3) is intended to show compliance with the Measure E Universal Policy document and reports the appropriations and disbursements for Fiscal Year 2021-22 and inception-to-date. The report shows that the Road Rehabilitation Projects and Homeless Initiative programs exceeded the funding targets over the life of Measure E. For the Road Rehabilitation program, Council has approved the use of additional funding allocations toward certain high priority road rehabilitation projects to leverage additional grant funding and to complete projects with a high level of community benefit, but for which no other sources of funding were available. For the Homeless Initiative program, Council has approved the use of additional funding allocations towards funding the Project HomeKey motel acquisition and due diligence activities for the purchase of the Rodeway Inn to further state and local missions of housing the homeless population, especially during the global pandemic when it was thought that the unhoused population was more susceptible to contracting and transmitting the virus given their inability to self-quarantine. 462
Tax Measures Annual Report of Revenues and Disbursements May 17, 2023

Measure N Report
From inception-to-date, Measure N sales tax revenues have totaled nearly $13.8 million, of which $6.9 million has been expended for base programs. The City of West Sacramento received $4.8 million in Measure N TUT revenues in FY 2021-22. As of June 30, 2022, the available fund balance in the Measure N Fund was $6.8 million, with $1.7 million of that available for Public Safety uses, $4.0 million available for Inclusive Economic Development uses, and the remaining $1.1 million available for Community Investment projects.

The Measure N Report (Attachment 4) is intended to show compliance with the Measure N Policy document and reports the appropriations and disbursements for Fiscal Year 2021-22 and inception-to-date. The report shows that each category remains below the target funding percentage from inception-to-date. In FY 2021-22, $2.6 million was expended in the Public Safety category to fund a comprehensive Police Department study of operations and staffing, a transfer out to the General Fund for the POA and PMA MOU compensation increases, the Entertainment District Public Safety and Security project, and the Police Department mobile field force project. In addition, $0.3 million was appropriated in the Community Investment category to fund the Sacramento Avenue Complete Streets Corridor Improvement Plan project, Memorial Park ADA Improvements project, and a grant match for the Caltrans STEP grant.

Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
Arguments in favor of Measure K stated the extra tax proceeds would foster a safer community and a higher quality of life by funding for repair and maintenance of City streets, library services, after-school programs, childcare and senior facilities, expanded police and fire protection, and reductions in utility bills and property tax assessments. The expenditures to date in the Measure K fund have been consistent with this intent and have served to further several priorities in the Council’s adopted strategic plan.

Arguments in favor of Measure V stated the extra tax proceeds fund the operations of a streetcar system and flood protection improvements. The expenditures to date in the Measure V fund have been consistent with this intent and have served to further several priorities in the Council’s adopted strategic plan.

Arguments in favor of Measure E stated the extra tax proceeds would include funding for City services and initiatives, such as repairing roads, building and maintaining bicycle/pedestrian trails, reducing homelessness and its community impacts, improving educational and career opportunities for youth, and enhancing internet access and the use of smart technologies. The expenditures to date in the Measure E fund have been consistent with this intent and have served to further several priorities in the Council’s adopted strategic plan.

Arguments in favor of Measure N stated the extra tax proceeds would include funding for Public Safety, Inclusive Economic Development and Community Improvements. The expenditures to date in the Measure N fund have been consistent with this intent and have served to further several priorities in the Council’s adopted strategic plan.

Alternatives
Not applicable
Coordination and Review
Not applicable
Budget/Cost Impact
Not applicable

ATTACHMENTS

1. Measure K Report

2. Measure V Report

3. Measure E Report

4. Measure N Report
463
1 MEASURE K REPORT
Overview
On November 5, 2002, the voters of the City of West Sacramento passed Measure K, which imposed a citywide one-half (1/2) cent sales tax. One-quarter (1/4) cent of that sales tax has no expiration date. The voters also approved a companion advisory measure, Measure J, at the 2002 election that expressed their recommendation that the sales tax revenue be used to fund “the repair and maintenance of city streets, new parks and community facilities, library services, afterschool programs, childcare and senior facilities, expanded police and fire protection, and reduction in utility bills and property tax assessments.” On February 5, 2003, the Council approved a conceptual plan to implement Resolution 02-58 which allotted 1/4 cent to a base allocation for an indefinite amount of time to a variety of operation and maintenance costs, and 1/4 cent to capital expenditures for a 10-year period.

In the information presented in the attached chart and table, Appropriations refers to the allocation of Measure K revenue in accordance with Measure J while Actuals refers to actual disbursement of those funds.

Water/Refuse/Lighting and
Landscaping Rate Reduction
Road Maintenance and Street Sweeping
West Sacramento Library
Fire and Police Protection Enhancement
Light Rail/Street Car Operations
Afterschool and other Childcare Programs/
Park Safety and Enhancement
Other
0% 10% 20% 30% 40% 50% 60%
Measure J Target Percentage Since Inception FY 2021-22
Measure K FY 2020-21 and Inception-to-date Expenditures 464
2 BASE

APPROPRIATIONS
BASE

ACTUALS
ANNUAL

PERCENTAGE

OF TARGET
REVENUES*

CUMULATIVE
BASE

APPROPRIATIONS

CUMULATIVE
BASE

ACTUALS

CUMULATIVE

PERCENTAGE

OF TARGET
REVENUES*
FUND BALANCE AT 7/1 $ 4,966,647 $ -
BASE REVENUES $ 2,500,000 $ 5,014,747 $ 5,337,979 $ 55,261,327 $ 57,190,608

BASE EXPENDITURES
Water/Refuse/Lighting and Landscaping Rate Reduction 30% 943,877 761,417 30% 13,167,344 12,669,492 25% Road Maintenance and Street Sweeping 30% 1,196,154 1,189,573 48% 16,487,767 11,268,091 23% West Sacramento Library 15% 300,000 300,000 12% 12,823,467 3,325,000 7% Fire and Police Protection Enhancement 15% 1,421,112 1,265,534 51% 16,019,380 15,159,454 30% Afterschool and other Childcare Programs/
Park Safety and Enhancement
10%
1,319,317 1,252,130 50% 16,190,881 8,784,950 18%
Other - Leave payouts and professional services 0% 35,144 1,464 0% 12,015,311 449,113 1% TOTAL BASE EXPENDITURES 100% $ 5,215,604 $ 4,770,118 190% $ 86,704,150 $ 51,656,100 103% TOTAL SURPLUS/(DEFICIT) $ 567,861 $ 5,534,508
FUND BALANCE AT 6/30
Reserved for Light Rail/Street Car Operations 10% - 3,838,000 0% 3,838,000 8% Non-Spendable Prepaid 2,314 2,314
Unrestricted 1,694,194 1,694,194
TOTAL FUND BALANCE 110% $ 5,534,508 $ 5,534,508

MEASURE K BASE ALLOCATION

APPROPRIATIONS AND DISBURSEMENTS

MEASURE J
RESOLUTION 02-
58 TARGET

REVENUE/

PERCENTAGE

INCEPTION-TO-DATE
AS OF JUNE 30, 2022
2021-2022
(YEAR 20)
1 2021-22 expenditures include: 1) Funding for a utility bill reduction plan which reduces monthly residential water charges by $3.00 and an equivalent percentage reduction in metered water charges since May 2003 and 2) Funding to subsidize the Lighting and Landscape District #1. 2 2021-22 expenditures include: 1) Funding for 3.0 FTEs including 2 Maintenace Workers/Senior and a Chief Maintenance Worker, 2) Funding for minor pothole and surface crack repairs and small slurry seal projects, 3) Funding for the On-Call Stripping Program for replacement of faded striping, 4) Funding for a new street sweeper operator, broom sweeper and implementation of bimonthly residential street sweeping, 5) Funding for on-call construction contracts for the maintenance and repair of pavement on arterial streets for major potholes or series of potholes, and 6) Replacement of 10 traffic signal controller cabinets. 4 2021-22 expenditures include: 1) Expansion of the Police and Code Enforcement resources dedicated to the West Capital Avenue Corridor by adding 1 police officer, 2 police sergeants, and 1 code enforcement officer to create the Problem Oriented Policing Team (POP Team). POP Team activities have included dismantling several street level narcotic sales operations with the Yolo Narcotic Enforcement Team, addressing community wellness and crime issues at the mobile home park and conducting outreach activities by delivering Neighborhood Needs Assessment Surveys to the businesses along West Capitol Avenue. Overall there has been a decrease in criminal activity on West Capitol Avenue as a result of the continued monitoring of activity and issues and a coordinated Patrol, POP Team, and Code Enforcement response when issues are identified. 2) Enhancement of fire operations by the addition of 2 firefighters assigned to a fire truck on two out of the three shifts and overtime costs to backfill shifts for other firefighters out on leave or participating in strike teams.
6 2021-22 expenditures include: 1) Funding to expand existing community services programs, such as KIDS, Teen Camp, Teen Heros, the Recreation Center Afterschool Program, and annual Recreation Center lease payments, 2) Funding for the purchase of a spray rig, aerator, athletic field mower, and slope/high weed mower, 3) Funding for additional 2 Tier-2 extra help staff positions needed to manage the increasing parks and recreation sites, and 4) Funding to replace play equipment and installing a new shade structure at Alyce Norman Park. 3 2021-22 expenditures include funding to provide financial support to the library and in turn the library will open four hours on Sundays and agrees to maintain the line item books, programming and other services in the library's operational budget per the City's Memorandum of Understanding (MOU) with the County of Yolo. 5 2021-22 expenditures include funding for the annual allocation of $225,000 towards the operation of the light rail/street car operations. Funds have not been spent but committed for the streetcar operations and maintenance.
* Percentages are based on the annual target revenue of $2.5 million. 465
1 MEASURE V REPORT
Overview
On November 4, 2008, West Sacramento voters approved two measures, Measure U and Measure V. Measure V approved the continuation of a one-quarter (1/4) cent portion capital allocation of the existing Measure K 1/2 cent sales tax for an additional 20 years with expiration set for 2032. Measure U was an advisory measure which provided guidelines for the use of the 1/4 cent of sales tax proceeds to fund the operations of a streetcar system and flood protection improvements.

In the information presented in the attached chart and table, Appropriations refers to the allocation of Measure V revenue in accordance with Measure U while Actuals refers to actual disbursement of those funds.

APPROPRIATIONS ACTUALS DIFFERENCE

CUMULATIVE

APPROPRIATIONS

CUMULATIVE

ACTUALS

DIFFERENCE
FUND BALANCE AT 7/1 $ 6,948,829 $ -
REVENUES $ 4,564,747 $ 4,641,331 $ 76,584 $ 34,892,986 $ 41,140,300 $ 6,247,314

EXPENDITURES
STREETCAR OPERATIONS 1 - - - 10,150,000 10,150,000 -
FLOOD PROTECTION IMPROVEMENTS 2 - - - 10,200,800 10,200,800 - STREET REHAB AND TRANSPORTATION 3 - - - 9,168,373 9,168,373 - OTHER 4 - 3,478 (3,478) 42,000 34,445 7,555
TOTAL EXPENDITURES $ - $ 3,478 $ (3,478) $ 29,561,173 $ 29,553,618 $ 7,555 TOTAL SURPLUS/(DEFICIT) $ 4,637,853 $ 11,586,682
FUND BALANCE AT 6/30
RESERVED FOR LIGHT RAIL/STREET CAR OPERATIONS 225,000 225,000 UNRESTRICTED 11,361,682 11,361,682
TOTAL FUND BALANCE $ 11,586,682 $ 11,586,682
4 2021-22 expenditures include charges related to bank fees.

INCEPTION-TO-DATE
AS OFJUNE30, 2022
2021-2022
(YEAR 14)
466
1 MEASURE E REPORT
Overview
In November 2016, West Sacramento voters approved Measure E, which imposed a permanent City-wide one-quarter (1/4) cent sales tax. The ballot language identified several areas of focused investment which included City services and initiatives, such as repairing roads, building and maintaining bicycle/pedestrian trails, reducing homelessness and it community impacts, improving educational and career opportunities for youth, and enhancing internet access and the use of smart technologies. These priorities were outlined in a Council adopted Measure E Universal Policy document to help ensure that the outcomes envisioned by Measure E are achievable within the available revenues.

In the information presented in the attached chart and table, Appropriations refers to the allocation of Measure E revenue in accordance with Measure E Universal Policy document, while Actuals refers to actual disbursement of those funds.

ROAD REHABILITATION PROJECTS

BICYCLE/PEDESTRIAN TRAILS

HOMELESSNESS INITIATIVE

REDUCING COMMUNITY IMPACTS

OF HOMELESSNESS

WEST SACRAMENTO HOME RUN
SMART CITY 6

OTHER PUBLIC SAFETY

OTHER - GRANTS/COMMUNICATIONS

PROGRAM MANAGER
- 1.0 2.0 3.0 4.0 5.0 6.0
FUNDING TARGETS INCEPTION-TO-DATE FY 2021-22
MEASURE E FY 2021-22 AND INCEPTION-TO-DATE EXPENDITURES (IN MILLIONS)
467
2 FUNDING

TARGETS

APPROPRIATIONS ACTUALS

UNSPENT

TARGETS
TOTAL

CUMULATIVE

TARGETS
TOTAL

CUMULATIVE

ACTUALS

UNSPENT

TARGETS
FUND BALANCE AT 7/1 $ 2,180,928
REVENUES $ 3,500,000 $ 4,768,129 $ 4,953,843 $ 21,409,782

EXPENDITURES

ROAD REHABILITATION PROJECTS
1 $ 500,000 $ 1,500,000 $ 1,500,000 $ (1,000,000) $ 3,000,000 $ 5,304,340 $ (2,304,340)

BICYCLE/PEDESTRIAN TRAILS
2 600,000 280,260 280,260 319,740 3,600,000 2,016,549 1,583,451 HOMELESSNESS INITIATIVE*
3 250,000 407,493 355,356 (105,356) 1,500,000 3,430,989 (1,930,989)

REDUCING COMMUNITYIMPACTS OF

HOMELESSNESS
4 500,000 775,607 646,675 (146,675) 3,000,000 1,840,166 1,159,834

WEST SACRAMENTO HOME RUN
5 1,050,000 1,238,528 960,369 89,631 6,300,000 4,097,989 2,202,011

SMART CITY
6 500,000 431,630 267,018 232,982 3,000,000 1,489,333 1,510,667

OTHER PUBLIC SAFETY
7 100,000 104,932 47,536 52,464 600,000 136,829 463,171

OTHER - GRANTS/COMMUNICATIONS PROGRAM

MANAGER
8 - 98,333 30,664 (30,664) - 46,693 (46,693)
TOTAL EXPENDITURES $ 3,500,000 $ 4,836,783 $ 4,087,878 $ (587,878) $ 21,000,000 $ 18,362,887 $ 2,637,113 TOTAL SURPLUS/(DEFICIT) $ - $ 865,965 $ 3,046,894
FUND BALANCE AT 6/30 $ 3,046,894 $ 3,046,894
12021-22 expenditures include funding for the following projects: 1) Neighborhood Pavement Preservation Program project, 2) Arterial Street Pavement Repair project, 3) On-Call Striping Program, and 4) State Streets Pavement Rehabilitation Project
2 2021-22 expenditures include funding for the following projects: 1) Sycamore Trail Phase 3, 2) Southport Levee Recreation Trail Planning and Design, 3) Barge Canal Trail Phase I, and 4) Bees Lake Habitat Restoration Plan and Public Access Improvements.
3 2021-22 expenditures include funding for the Downtown Streets program. 4 2021-22 expenditures include funding for 1) staffing of 4.0 FTEs including a Senior Program Manager, Program Associate, Senior Park Maintenance Worker and Groundskeeper, 2) maintenance of structures/grounds related to grazing services, mowing contract, power washing, tree trimming/removal and pesticide spraying service, and 3) operations and maintenance costs for the Rodeway Inn related to Project Homekey.
2021-2022
(YEAR 6)
Inception-to-date
as of 06/30/2022
(Estimated)
7 2021-22 expenditures include funding for staff overtime costs and operational expenses realted to community and youth engagement events. 8 2021-22 expenditures include funding for a 0.5 FTE Administrative Analyst I/II/Senior. 5 2021-22 expenditures include funding for 1) staffing of 4.5 FTEs including a Business Manager, Senior Program Manager, Program Associate, Program Manager and 0.5 Data Services Manager, 2) internship program, 3) early learing specialist contracts to perform training, coaching, assessment and ratings of preschools participating in Home Run, 4) Scholarshare 529 College Savings Account program, 5) Los Rios College Promise Tuition program, and 6) preschool scholarships. 6 2021-22 expenditures include funding for 1) staffing of 0.83 FTEs including 0.5 Data Services Manager and 0.33 Deputy City Manager, 2) Zoll Data Systems maintenance costs, 3) ZenCity Technologies 468
1 MEASURE N REPORT
Overview
In November 2018, West Sacramento voters approved a permanent one-quarter (1/4) cent sales tax for general purposes. The ballot language outlined three funding categories: Public Safety, Inclusive Economic Development, and Community Improvements. In June 2019, the City Council approved a Measure N policy document which contains recommended allocation of funds between these categories and general terms to guide the review process for Measure N funding proposals.

In the information presented in the attached chart and table, Appropriations refers to the allocation of Measure N revenue in accordance with Measure N Policy document, while Actuals refers to actual disbursement of those funds.

PUBLIC SAFETY

COMMUNITY INVESTMENT

INCLUSIVE ECONOMIC DEVELOPMENT

CDTFA TUT ADMIN FEE
0% 10% 20% 30% 40% 50% 60% 70%
FUNDING TARGET PERCENTAGE INCEPTION-TO-DATE FY 2021-22
MEASURE N FY 2021-22 AND INCEPTION-TO-DATE EXPENDITURES 469
2 APPROPRIATIONS ACTUALS
ANNUAL

PERCENTAGE

OFREVENUES

CUMULATIVE

APPROPRIATIONS

CUMULATIVE

ACTUALS

CUMULATIVE

PERCENTAGE

OFREVENUES
FUND BALANCE AT 7/1 $ 5,030,394
REVENUES $ 4,494,747 $ 4,675,161 $ 8,305,500 $ 13,777,791

EXPENDITURES
PUBLIC SAFETY1 50% 2,690,476 2,578,223 59% 5,290,476 5,178,223 38% COMMUNITYINVESTMENT 2 20% 252,391 252,391 6% 1,619,992 1,619,992 12% INCLUSIVE ECONOMIC DEVELOPMENT 3 30% - - 0% 200,000 100,000 1% CDTFATUT ADMIN FEE/BANK FEES 4 - 1,845 0% - 6,480 0%
TOTAL EXPENDITURES 100% $ 2,942,867 $ 2,832,459 65% $ 7,110,468 $ 6,904,696 50% TOTAL SURPLUS/(DEFICIT) $ 1,842,702 $ 6,873,095
FUND BALANCE AT 6/30
RESTRICTED FOR NOTES 100,000 100,000
UNRESTRICTED 6,773,095 6,773,095
Public Safety 1,707,433
Inclusive Economic Development 4,031,394
Community Investment 1,134,270
TOTAL FUND BALANCE $ 6,873,095 $ 6,873,095

FUNDING
TARGET

PERCENTAGE
1 2021-22 expenditures include: 1) Funding for a comprehensive Police Department study of operations and staffing, 2) a transfer out to the General Fund for the POAand PMA MOU contribution, 3) Funding for the Entertainment District Public Safety and Security project, and 4) Funding for the Police Department mobile field force. 2 2021-22 expenditures include: 1) Funding for the Sacramento Avenue Complete Streets Corridor Improvement Plan project, 2) Memorial Park ADAImprovements project, and 3) Grant match funding for the Caltrans STEP grant.

INCEPTION-TO-DATE
AS OFJUNE30, 2022
2021-2022
(YEAR 4)
470

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 13
SUBJECT:

CONSIDERATION OF A PROCLAMATION RECOGNIZING MAY 21-27, 2023 AS

NATIONAL PUBLIC WORKS WEEK
INITIATED OR REQUESTED BY:
[ ] Council [X] Staff
[ ] Other
REPORT COORDINATED OR PREPARED BY:

Vince Ramirez, Administrative Analyst I
Public Works Operations & Maintenance
Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to raise public awareness of the importance of the service provided by Public Works and proclaim May 21-27, 2023, as National Public Works Week.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council adopt the attached proclamation recognizing May 21-27, 2023, as National Public Works Week.

BACKGROUND
National Public Works Week was originally instituted as a public education campaign by the American Public Works Association in 1960. It is a celebration of the tens of thousands of men and women in North America who provide services and maintain the infrastructure collectively known as Public Works.

National Public Works Week calls attention to the importance of public works services in our everyday lives-- services such as water and sewer treatment, street sweeping, storm drains, utilities, and road maintenance. This week seeks to enhance the prestige of the professionals, often the unsung heroes in our community, who serve the public good day-in and day-out with quiet dedication.

National Public Works Week is observed each year during the third week of May. Through National Public Works Week and other efforts, we are seeking to increase the public’s awareness of public works issues and to increase confidence in public works employees who are dedicated to improving the quality of life for present and future generations.

ANALYSIS
Adoption of this proclamation will further signify the City’s commitment to recognizing and celebrating the staff that work to further the City’s mission to provide quality municipal services, quality City infrastructure and facilities, and to inspire community improvements that add value to the lives of the residents.

Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
Not applicable
Alternatives
Not applicable
Coordination and Review
Not applicable
471
National Public Works Week
May 17, 2023

Budget/Cost Impact
None

ATTACHMENT
Proclamation Recognizing May 21-27, 2023 as National Public Works Week. 472
473

PROCLAMATION

OF THE WEST SACRAMENTO CITY COUNCIL
RECOGNIZING MAY 21-27, 2023 AS NATIONAL PUBLIC WORKS WEEK WHEREAS, public works professionals focus on infrastructure, facilities, emergency management, and services that are of vital importance to sustainable and resilient communities and the public health, high quality of life, and well-being of the people of West Sacramento; and WHEREAS, these infrastructures, facilities, and services could not be provided without the dedicated efforts of public works professionals, who are federally mandated first responders, and the engineers, managers, and employees at all levels of government and the private sector, who are responsible for rebuilding, improving, and protecting our nation’s transportation, water supply, water treatment and solid waste systems, public buildings, and other structures and facilities essential for our citizens; and
WHEREAS, it is in the public interest for the citizens, civic leaders, and children in West Sacramento to gain knowledge and maintain ongoing interest and understanding of the importance of public works first responders and public works programs in their respective communities; and WHEREAS, the year 2023 marks the 63
rd annual National Public Works Week sponsored by the
American Public Works Association.

NOW, THEREFORE, BE IT PROCLAIMED that the City Council of the City of West Sacramento hereby declares the week May 21–27, 2023 as National Public Works Week and urge all citizens to join with representatives of the American Public Works Association and government agencies in activities, events, and ceremonies designed to pay tribute to our public works professionals, engineers, managers, and employees and to recognize the substantial contributions they make to protecting our national health, safety, and quality of life.

PROCLAIMED this 17
th day of May 2023.

ATTEST:

Martha Guerrera, Mayor Jennifer Cusmir, City Clerk
Attachment 1
474

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 14
SUBJECT:

CONSIDERATION OF RESOLUTION 23-37 AND AWARD OF A CONTRACT FOR

SERVICES WITH ARC DOCUMENT SOLUTIONS FOR THE SCANNING OF ARCHIVED

RECORDS
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Janet Chapan, Sr. Deputy City Clerk
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to provide information to the City Council to consider approval of Resolution 23-37 appropriating funds for a professional services contract to provide scanning services of archived records and approval of the contract.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
(1) Approve Resolution 23-37 revising the funding source and adding additional appropriations for a professional services contract with ARC Document Solutions for the scanning of archived records in the amount of $300,000; and
(2) Approce and authorize the City Manager, or his designee, to execute a professional services contract with ARC Document Solutions for the scanning of archived records.

BACKGROUND
The City currently stores 1284 boxes of permanent archived building, planning, and engineering records at City Hall and at the corporation yard facility at 1951 South River Road (referred to as “South River Road”). To ensure the integrity of these permanent records and to provide ease of access to both staff and the public, these permanent records need to be scanned into the City’s electronic content management system, OnBase. Due to the impending relocation of the Public Works corporation yard and the lack of space to house records at City Hall, it is imperative that the City contract with an imaging vendor to scan the documents. Once the documents are scanned, the images will be imported by staff into OnBase where they will be maintained as permanent records and the physical of the documents will be destroyed in accordance with the City’s Records Retention Schedule.

Strict records destruction policy and procedures will be adhered to before any physical documents may be destroyed. All scanned images will be individually quality control checked and safely stored in and backed up in OnBase, a system that is compliant with the State’s WORM (Write-Once, Read Many) imaging requirements for permanent records management.

ANALYSIS
The anticipated cost of this project is $300,000. The Clerk’s Office requested vendors to provide proposals that included the transport of the records, scanning procedures, and temporary storage of the electronic records.

Staff solicited proposals from three companies that were on the General Services Administration (GSA) contractor listing. Two proposals were received from leaders in the governmental document imaging field. The proposal submitted by Sytech Solutions was the greater of the two received at a cost of $187.45 per box scanned.

The proposal submitted by ARC Document Solutions was $175.35 per box and would allow for the City to scan the greatest number of boxes of records.

Environmental Considerations
This action is not a project that is subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines § 15060(c), 15378(a).)
Commission Recommendation
Not applicable
475
Scanning Project
May 17, 2023

Strategic Plan Integration
Council approval of the contract with ARC for the scanning of archived building permits is consistent with the City Council’s goal for a Financially Sound City Government and to provide Quality City Services.

Alternatives
The City Council may decide to:
1) Approve the Recommended Action; or
2) Consider hiring extra staff to complete the project. Although a less expensive option, the time to scan all the boxes would most likely be more than the 12-month completion by the selected vendor. 3) Reject the Recommended Action and direct staff to discontinue work on this project.

Staff recommends Alternative 1, as it would remove the records from South River Road and eliminate the need to secure space to house records at the future corporate yard location. It would also advance the City Clerk’s Office’s plan to provide digital public access to City records.

Coordination and Review
This report has been reviewed by the Finance Department.

Budget/Cost Impact
Council previously approved an appropriation of $150,000 of one-time General Funds for this project. Since the current phase of this project is focused on the scanning of Community Development records, and Community Development collects a “scanning fee” for this purpose, the funding source for this project is proposed to be changed to utilize that scanning fee revenue to fund the digitization of Community Development records.

Resolution 23-37 proposes to eliminate the existing one-time General Fund appropriation of $150,000 and instead use scanning fee revenues collected by the Community Development department for this purpose to fund this contract.

ATTACHMENTS
1) Resolution 23-37
2) ARC Contract
476
Attachment 1
RESOLUTION 23-37

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO

APPROVING BUDGET AMENDMENTS TO FUND A DOCUMENT SCANNING CONTRACT

TO SCAN ARCHIVED RECORDS
WHEREAS, the City currently stores thousands of boxes of permanent archived building, planning, and engineering records at City Hall and at the Corporation Yard; and WHEREAS, to ensure the integrity of these permanent records and to provide ease of access to both staff and the public, these records need to be scanned into the City’s electronic content management system, On Base; and
WHEREAS, due to the impending relocation of the corporation yard and the lack of space to house records at City Hall, the City intends to contract with an imaging vendor to scan the documents, which will then be imported by staff into On Base; and WHEREAS, the City Clerk’s Office requested proposals that included the transport of records, scanning procedures, and temporary storage of electronic records and received two proposals from leaders in the governmental document imaging field; and WHEREAS, the City has selected a vendor and intends to contract for these services in the amount of $300,000; and

WHEREAS, the City currently collects a technology fee on certain permits which includes a scanning fee intended to be used for this purpose for Community Development related permanent documents; and
WHEREAS, the City Council approved an appropriation of $150,000 of one-time General Funds in FY 2019/20 which have carried forward to fund the building permit scanning project; and
WHEREAS, the existing appropriation is proposed to be eliminated and this project instead funded with the scanning fee revenues collected by the Community Development Department for this purpose.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento as follows:

1. The City Council hereby approves amendments to the FY 2022/23 budget as listed below:

SOURCES:
$300,000 650-9310-3310 Community Development Fund Balance $300,000 TOTAL SOURCES
USES:
$300,000 650-9310-5261 Community Development Admin Professional Svc ($150,000) 107-9315-5261 General Fund appropriation (eliminate) $300,000 TOTAL USES

2. The City Council hereby finds that the facts set forth in the recitals to this Resolution are true and correct and establish the factual basis for the City Council’s adoption of this Resolution.
477
Resolution 23-37

3. This Resolution shall take effect immediately upon its adoption.

PASSED AND ADOPTED by the West Sacramento City Council this 17th day of May 2023, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
478
Attachment 2
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026

CONTRACT FOR SERVICES
THIS CONTRACT is made on May 17, 2023, by and between the CITY OF WEST SACRAMENTO (“City”), and ARC Document Solutions (“Consultant”).

WITNESSETH:

WHEREAS, the City proposes to have boxes of permanent archived records scanned so that they may be integrated in the City’s ECM (OnBase) database for permanent retention; WHEREAS, the Consultant has presented a proposal for such services to the City, dated March 8, 2023 (attached hereto as Exhibit “A”) and is duly licensed, qualified and experienced to perform those services;
NOW, THEREFORE, the parties hereto mutually agree as follows:

1. SCOPE OF SERVICES:

A. Consultant shall do all work necessary to completion of the services described in Exhibit “A”. This Contract and its exhibits shall be known as the “Contract Documents.” Terms set forth in any Contract Document shall be deemed to be incorporated in all Contract Documents as if set forth in full therein. In the event of conflict between terms contained in these Contract Documents, the more specific term shall control. If any portion of the Contract Documents shall be in conflict with any other portion, provisions contained in the Contract shall govern over conflicting provisions contained in the exhibits to the Contract.

B. Consultant enters into this Contract as an independent contractor and not as an employee of the City. The Consultant shall have no power or authority by this Contract to bind the City in any respect. Nothing in this Contract shall be construed to be inconsistent with this relationship or status. All employees, agents, contractors or subcontractors hired or retained by the Consultant are employees, agents, contractors or subcontractors of the Consultant and not of the City. The City shall not be obligated in any way to pay any wage claims or other claims made against Consultant by any such employees, agents, contractors or subcontractors, or any other person resulting from performance of this Contract.

C. The Consultant agrees it has satisfied itself by its own investigation and research regarding the conditions affecting the work to be done and labor and materials needed, and that its decision to execute this Contract is based on such independent investigation and research.

2. TERM OF CONTRACT
A. The services of Consultant are to commence upon execution of this Contract by the City, and shall be undertaken and completed in accordance with the Scope of Work. (Exhibit “A”) and expire on May 31, 2026.
479
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026
B. Consultant’s failure to complete work in accordance with the Schedule of Performance may result in delayed compensation as described in Section 3.

C. The City Manager or his or her designee may, by written instrument signed by the Parties, extend the duration of this Contract for a period equal to the original term of this Contract in the manner provided in Section 5, provided that the extension does not require the payment of compensation in excess of the maximum compensation set forth in Section 3, Compensation.

3. COMPENSATION:

A. The Consultant shall be paid monthly (for the actual fees, costs and expenses for all time and materials required and expended, but in no event shall total compensation exceed three hundred thousand dollars ($300,000), without City’s prior written approval.

B. Said amount shall be paid upon submittal of a monthly billing showing completion of the tasks that month. Consultant shall furnish City with invoices for all expenses as well as for all materials authorized by this Contract. The invoices shall be submitted with the monthly billings.

If Consultant’s performance is not in conformity with the Schedule of Performance, payments may be delayed or denied, unless the Consultant’s failure to perform in conformity with the Schedule of Performance is a documented result of the City’s failure to conform with the Schedule of Performance, or if the Schedule of Performance is extended pursuant to Section 5.

C. If the work is halted at the request of the City, compensation shall be based upon the proportion that the work performed bears to the total work required by this Contract, subject to Section 4.

4. TERMINATION:

A. This Contract may be terminated by either party, provided that the other party is given not less than 30 calendar days’ written notice (delivered by certified mail, return receipt requested) of intent to terminate.

B. The City may temporarily suspend this Contract, at no additional cost to City, provided that the Consultant is given written notice (delivered by certified mail, return receipt requested) of temporary suspension. If City gives such notice of temporary suspension, Consultant shall immediately suspend its activities under this Contract.

C. Notwithstanding any provisions of this Contract, Consultant shall not be relieved of liability to the City for damages sustained by the City by virtue of any breach of this Contract by Consultant, and the City may withhold any payments due to Consultant until such time as the exact amount of damages, if any, due the City from Consultant is determined.

D. In the event of termination, the Consultant shall be compensated as provided for in this Contract, except as provided in Section 4C. Upon termination, the City shall be entitled to all work, including but not limited to, appraisals, inventories, studies, analyses, drawings and data estimates performed to that date in accordance with Section 7 hereof.

5. AMENDMENTS, CHANGES OR MODIFICATIONS:
480
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026
Amendments, changes or modifications in the terms of this Contract may be made at any time by mutual written agreement between the parties hereto and shall be signed by the persons authorized to bind the parties hereto.

6. EXTENSIONS OF TIME:

Consultant may, for good cause, request extensions of time to perform the services required hereunder. Such extensions shall be authorized in advance by the City in writing and shall be incorporated in written amendments to this Contract or the attached Work Program in the manner provided in Section 5.

7. PROPERTY OF CITY:

A. It is mutually agreed that all materials prepared by the Consultant under this Contract shall become the property of the City, and the Consultant shall have no property right therein whatsoever. Immediately upon termination, the City shall be entitled to, and the Consultant shall deliver to the City, all data, drawings, specifications, reports, estimates, summaries and other such materials as may have been prepared or accumulated to date by the Consultant in performing this Contract which is not Consultant’s privileged information, as defined by law, or Consultant’s personnel information, along with all other property belonging exclusively to the City which is in the Consultant’s possession.

B. Additionally, it is agreed that the parties intend this to be a contract for services and each considers the products and results of the services to be rendered by Consultant hereunder (the “Work”) to be a work made for hire. Consultant acknowledges and agrees that the Work (and all rights therein, including, without limitation, copyright) belongs to and shall be the sole and exclusive property of the City.

8. COMPLIANCE WITH ALL LAWS:

A. Consultant shall comply with all applicable laws, ordinances, and codes of federal, State and local governments, and shall commit no trespass on any public or private property in performing any of the work authorized by this Contract.

B. Consultant warrants to the City that it is licensed by all applicable governmental bodies to perform this Contract and will remain so licensed throughout the progress of the Work, and that it has, and will have, throughout the progress of the Work, the necessary experience, skill and financial resources to enable it to perform this Contract.

9. WARRANTIES AND RESPONSIBILITIES - CONSULTANT:

A. Consultant agrees and represents that it is qualified to properly provide the services set forth in Exhibit “A” in a manner which is consistent with the generally accepted standards of Consultant’s profession.

B. Consultant agrees and represents that the work performed under this Contract shall be in accordance with applicable federal, State and local law in accordance with Section 17A hereof.

C. Consultant shall designate a project manager who at all times shall represent the 481
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026
Consultant before the City on all matters relating to this Contract. The project manager shall continue in such capacity unless and until he or she is removed at the request of the City, is no longer employed by Consultant, or is replaced with the written approval of the City, which approval shall not be unreasonably withheld.

D. Consultant shall provide corrective services without charge to the City for services which fail to meet the above professional and legal standards and which are reported to Consultant in writing within sixty (60) days of discovery. Should Consultant fail or refuse to perform promptly its obligations, the City may render or undertake performance thereof and the Consultant shall be liable for any expenses thereby incurred.

10. SUBCONTRACTING:

None of the services covered by this Contract shall be subcontracted without the prior written consent of the City, which will not be unreasonably withheld. Consultant shall be as fully responsible to the City for the negligent acts and omissions of its contractors and subcontractors, and of persons either directly or indirectly employed by them, as it is for the negligent acts and omissions of persons directly employed by Consultant.

11. ASSIGNABILITY:

Consultant shall not assign or transfer any interest in this Contract whether by assignment or novation, without the prior written consent of the City which will not be unreasonably withheld.

However, claims for money due or to become due Consultant from the City under this Contract may be assigned to a financial institution, or to a trustee in bankruptcy, without such approval.

Notice of any assignment or transfer whether voluntary or involuntary shall be furnished promptly to the City.

12. INTEREST IN CONTRACT:

Consultant covenants that neither it, nor any of its employees, agents, contractors, subcontractors has any interest, nor shall they acquire any interest, direct or indirect, in the subject of the Contract, nor any other interest which would conflict in any manner or degree with the performance of its services hereunder. Consultant shall make all disclosures required by the City’s conflict of interest code in accordance with the category designated by the City, unless the City Manager determines in writing that Consultant’s duties are more limited in scope than is warranted by the category designated by the City code and that a narrower disclosure category should apply. Consultant also agrees to make disclosure in compliance with the City conflict of interest code if, at any time after the execution of this Contract, City determines and notifies Consultant in writing that Consultant’s duties under this Contract warrant greater disclosure by Consultant than was originally contemplated. Consultant shall make disclosures in the time, place and manner set forth in the conflict of interest code and as directed by the City.

13. MATERIALS CONFIDENTIAL:

All of the materials prepared or assembled by Consultant pursuant to performance of this Contract are confidential and Consultant agrees that they shall not be made available to any individual or organization without the prior written approval of the City, except by court order.

14. LIABILITY OF CONSULTANT-NEGLIGENCE:
482
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026
Consultant shall be responsible for performing the work under this Contract in a manner which is consistent with the generally-accepted standards of the Consultant’s profession and shall be liable for its own negligence and the negligent acts of its employees, agents, contractors and subcontractors. The City shall have no right of control over the manner in which the work is to be done but only as to its outcome, and shall not be charged with the responsibility of preventing risk to Consultant or its employees, agents, contractors or subcontractors.

15. INDEMNITY AND LITIGATION COSTS:

Consultant shall indemnify, defend, and hold harmless the City, its officers, officials, agents, and employees against all claims, damages, demands, liability, costs, losses and expenses, including without limitation court costs and reasonable attorneys’ fees, arising from Consultant's negligent acts or negligent failure to act, errors, omissions or willful misconduct incident to the performance of this Contract except such loss or damage caused by the active negligence, sole negligence, or willful misconduct of the City. The provisions of this paragraph shall survive termination or suspension of this Contract.

16. CONSULTANT TO PROVIDE INSURANCE:

A. Consultant shall not commence any work before obtaining, and shall maintain in force at all times during the duration and performance of this Contract, the policies of insurance specified in this Section. Such insurance must have the approval of the City as to limit, form, and amount, and shall be placed with insurers with a current A.M. Best’s rating of no less than A VII (an NR rating is acceptable for Worker’s Compensation insurance written with the State Compensation Insurance Fund of California).

B. Prior to execution of this Contract and prior to commencement of any work, the Consultant shall furnish the City with certificates of insurance and copies of endorsements providing evidence of coverage for all policies required by the Contract. The Consultant and its contractors and subcontractors shall, at their expense, maintain in effect at all times during the performance of work under the Contract not less than the following coverage and limits of insurance, which shall be maintained with insurers and under forms of policy satisfactory to the City. The maintenance by Consultant and its contractors and subcontractors of the following coverage and limits of insurance is a material element of this Contract. The failure of Consultant or of any of its contractors or subcontractors to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of this Contract. Approval of the insurance by the City shall not relieve or decrease any liability of Consultant.

1. Worker’s Compensation and Employer’s Liability Insurance

a. Worker’s Compensation - Insurance to protect the Consultant, its contractors and subcontractors from all claims under Worker’s Compensation and Employer’s Liability Acts, including Longshoremen’s and Harbor Worker’s Act (“Acts”), if applicable. Such coverage shall be maintained, in type and amount, in strict compliance with all applicable state and Federal statutes and regulations.

The Consultant shall execute a certificate in compliance with Labor Code Section 1861, on the form provided in the Contract Documents.
483
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026
b. Consultant shall provide a Waiver of Subrogation endorsement in favor of the City, its officers, officials, employees, agents and volunteers for losses arising from work performed by the Consultant.

2. Commercial General Liability Insurance
a. The insurance shall be provided on form CG0001, or it’s equivalent, and shall include coverage for claims for bodily injury or property damage arising out of premises/operations, products/completed operations, contractual liability, and subconsultant’s work and personal and advertising injury resulting from actions, failures to act, or operations of the insured, or by its employees or agents, or by anyone directly or indirectly employed by the insured. The amount of insurance coverage shall not be less than $1,000,000.00 per occurrence and $2,000,000 general and products/completed operations aggregates. b. The commercial general liability insurance shall also include the following:
i. Endorsement equivalent to CG 2010 0714 naming the City, its officers, officials, employees, agents, and volunteers as additional insureds. The endorsement shall contain no special limitations on the scope of protection afforded to the City, its officers, officials, employees or volunteers.
ii. Endorsement stating insurance provided to the City shall be primary as respects the City, its officers, officials, employees and any insurance or self insurance maintained by the City, its officers, officials, employees or volunteers shall be in excess of the Consultant’s insurance and shall not contribute with it, to the payment or satisfaction of any defense expenses, loss, or judgment.
iii. Provision or endorsement stating that the Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

3. Commercial Automobile Insurance
a. The insurance shall include, but shall not be limited to, coverage for claims for bodily injury or property damage for owned, non-owned, and hired automobiles resulting from actions, failures to act, or operations of the insured, or by its employees or agents, or by anyone directly or indirectly employed by the insured. The amount of insurance coverage shall not be less than $1,000,000.00 per accident.
b. The commercial automobile insurance shall include the same endorsements required for the commercial general liability policy (see Section

16.B.2.b).
484
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026

4. Professional Liability. The Consultant and its contractors and subcontractors shall secure and maintain in full force, during the term of this Contract and for five years thereafter, professional liability insurance policies appropriate to the respective professions and the work to be performed as specified in this Contract. The limits of such professional liability insurance coverage shall not be less than $1,000,000 per claim or $2,000,000 aggregate.

C. In addition to any other remedy the City may have, if Consultant fails to maintain the insurance coverage as required in this Section, the City may obtain such insurance coverage as is not being maintained, in form and amount substantially the same as is required herein, and the City may deduct the cost of such insurance from any amounts due or which may become due Consultant under this Contract.

D. No policy required by this Contract shall be suspended, cancelled, terminated by either party, or reduced in coverage or in limits unless Consultant has provided thirty (30) days prior written notice by certified mail, return receipt requested, to the City.

E. Any deductibles or self-insured retentions in excess of $10,000 must be declared to, and approved by, the City.

F. The requirement as to types, limits, and the City’s approval of insurance coverage to be maintained by Consultant are not intended to, and shall not in any manner, limit or qualify the liabilities and obligations assumed by Consultant under the Contract.

17. MISCELLANEOUS PROVISIONS:

A. Consultant shall keep itself fully informed of, shall observe and comply with, and shall cause any and all persons, firms or corporations employed by it or under its control to observe and comply with, applicable federal, state, county and municipal laws, ordinances, regulations, orders and decrees which in any manner affect those engaged or employed on the work described by this Contract or the materials used or which in any way affect the conduct of the work.

B. Consultant shall not engage in unlawful employment discrimination. Such unlawful employment discrimination includes, but is not limited to, employment discrimination based upon a person’s race, religious creed, color, national origin, ancestry, physical handicap, medical condition, marital status, gender, citizenship, or sexual orientation.

C. Consultant shall maintain and make available for inspection by the City and its auditors accurate records of all of its costs, disbursements and receipts with respect to any work under this Contract. Such inspections may be made during regular office hours at any time until six (6) months after the final payments under this Contract are made to the Consultant.

D. This Contract constitutes the entire agreement between the parties relative to the services specified herein and no modification hereof shall be effective unless and until such modification is evidenced by a writing signed by both parties to this Contract. There are no understandings, agreements, conditions, representations, warranties or promises, with respect to this Contract, except those contained in or referred to in the writing.

E. All notices that are required to be given by one party to the other under this Contract shall be in writing and shall be deemed to have been given if delivered personally or 485
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026
enclosed in a properly addressed envelope and deposited in a United States Post Office for delivery by registered or certified mail addressed to the parties at the following addresses:

City: Jennifer Cusmir, City Clerk
1110 West Capitol Avenue
West Sacramento, CA 95691

Consultant: ARC Document Solutions
801 Broadway
Sacramento, CA 95818
Attn: Legal Department

F. This Contract shall be interpreted and governed by the laws of the State of California.

G. Any action arising out of this Contract shall be brought and maintained in Yolo County California, regardless of where else venue may lie.

H. In any action brought by either party to enforce the terms of this Contract, each party shall be bear responsibility for its attorney’s fees and all costs regardless of whether one party is determined to be the prevailing party.
[Signatures on following page]
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ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026

CITY OF WEST SACRAMENTO
By: __________________________
Aaron Laurel, City Manager
ATTEST:

By: _______________________
Jennifer Cusmir, City Clerk
APPROVED AS TO FORM:

By: _______________________
Jeffrey Mitchell, City Attorney
ARC Document Solutions
By: _________________________
Title: John Adams, Account Executive
Date Executed: _________________

487
Attachment 2
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026

EXHIBIT A
Consultant Proposal/Scope of Work
The proposal is based on information provided to the client (the City’s Clerk’s Office), as well as the our understanding of the project objectives and experience in document imaging and records management services. By converting their archive records into a digital format the City Clerk’s Office can significantly reduce their record retrieval costs, improve employee productivity, securely share information, satisfy all disaster recovery requirements, and address document security and compliance with regard to legal issues and record retention. 488

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 1 This Technical & Price Proposal is prepared specifically for:

City of West Sacramento
Dated: April 12th, 2023
Re: Document Scanning Services
Proposal Submitted to:

Janet Chapan, MMC
Sr. Deputy City Clerk
City of West Sacramento
1110 W. Capitol Avenue, 3rd Floor West Sacramento, CA 95691 Prepared by:

John Adams
Account Executive
ARC Document Solutions
440 N. El Dorado St Stockton, CA 95202
Email: [email protected]
Ph: (916) 494-8808
489

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 2 TABLE OF CONTENTS
Executive Summary 3
Vendor Profile 4
Experience & References 5
ARC Management Personnel 5
Scope of Work 6
Workflow Details 9
Inventory Tracking & Control 10
Document Scanning 10
Document Security 12
Assurance for Quality 13
Document Storage 14
Document Destruction 14
Projected Schedule 14
Price Schedule 15
Projected Project Costs 16
Conclusion 16
490

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 3 EXECUTIVE SUMMARY
ARC Document Solutions, Inc. would like to be considered to provide City of West Sacramento with the following document scanning solution, relating to the digital conversion of specific records like those discussed in August of 2021. As a leader in the field of Document Conversion Services, we are confident in our ability to provide CITY OF WEST SACRAMENTOa comprehensive solution that meets all the project objectives at a competitive cost, while providing the additional long-term benefits of producing highquality reusable digital files for any future requirement.

As with nearly all our customers, CITY OF WEST SACRAMENTO is seeking the following items as some key project objectives:
✓ The ability to handle all aspects of scanning/indexing of the documents, and provide back highquality digital files for upload into the CITY OF WEST SACRAMENTO document management system
✓ The ability to manage a large-scale scanning project with a very high level of accuracy and reliability
✓ The ability and willingness to provide CITY OF WEST SACRAMENTO with some "Best Practice" scenarios for cost control, and maximum project efficiency, based on vendors' previous history with large project scanning work.
✓ The ability to provide a complete QAP that includes a thorough inventory tracking and control of all documents targeted for this project.

ARC Document Solutions can meet all these project objectives and would like to go beyond these initial guidelines and provide some additional guidance and support, using our vast experience in the field of complete document management.

We share our Best Practices learned over 30 years in working with some of the largest document collections from: Federal, State, County and Local Municipalities; Utilities, Fortune 500 Companies, and countless other Institutions. We have project managers with extensive document imaging skills and experience, combined with a cutting-edge Technology Division that drives our everyday success as a company.

For CITY OF WEST SACRAMENTO, we will handle all aspects of this full-service digitizing and conversion service from our specialized AIM Center located in Sacramento. 491

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 4 Our mission is simple…
To deliver our customers’ time-critical information whenever they want it, wherever they want it, in whatever form they want it.

VENDOR PROFILE:

ARC Document Solutions is one of the leading document solutions companies in the United States, providing business-to-business document management technology and services to all levels of government agencies, Federal, State, County as well as Municipalities and Utilities. ARC also provides document management services to companies in Design and Construction, Technology, Oil & Gas, Retail, Education, Health Care, Entertainment, Food & Hospitality, and numerous other industries.

ARC provides its services through its suite of reprographics & technology products, along with a network of hundreds of reprographics service centers across the country. ARC is a publicly traded corporation (NYSE: ARC) that was incorporated in Delaware; although the company headquarters is in California:
▪ ARC Document Solutions – 12657 Alcosta Blvd., Suite 200, San Ramon, CA 94583 Additional information surrounding our Board of Directors, CEO & Chief Officers, and recent financial information are available on our website, www.e-arc.com under the About ARC page, or within our recent SEC Fillings posted online. Non-Disclosure Agreements, Security/Privacy Policies and any required insurance documentation can be made available upon request.

ARC provides its solutions On-Site in thousands of its customers’ offices, as well as offsite in more than 170 service centers around the world, and in the cloud.

Also, with such a strong focus on document archiving, ARC has assembled and produced a helpful video series dedicated to Records and Information Governance, and an e-book on Document Retention and Information Governance which it makes available, for informational purposes only.

This information, along with actual customer testimonial videos, and general archiving FAQ’s provide our clients with the knowledge they require to make an informed choice, when determining a qualified vendor to help manage their document collections, and valuable information. 492

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 5 Experience:

ARC Document Solutions has extensive experience in the area of Document Imaging, Document Management, On-Site Services, Equipment Placement and General Reprographics work. This includes providing similar solutions for Government Agencies and companies in the industries of Construction, Energy, Transportation, Education, Manufacturing, Medical, and Oil & Gas.

Please see below a snapshot listing of thousands of clients that we have provided on-site and off-site solutions for:
- HDR - Southwest Airlines - San Francisco International Airport - MGM - Port Arthur Refinery - San Francisco Unified School District - State Farm - Turner Construction - Texas Children’s Hospital - Leidos - Dow Chemical - Louisiana State Supreme Court - Six Flags - ExxonMobil - Federal Reserve Bank of New York - Disney - Shell Oil Pipeline - U.S. Army Corp of Engineers - Exelon Corp - Duke Energy - Dominion Energy
ARC Management Personnel:

Should the conversion portion of this project be awarded to ARC Document Solutions for execution, the following is a listing of the Sr. Management Team that will be overseeing its operation, along with an experience summary of its General Manager:
▪ Vince Pingel - General Manager, National Director of AIM Operations 30 Years Industry Experience Vince has been involved in providing document imaging solutions since 1991. His experience expands a wide variety of industries, markets, and specialty areas. In 1996 Vince was contracted to capture the complete legacy of the National Geographic magazine, including every page from every issue, in highquality full color.

In the early 2000’s, Vince served as a liaison for the marketing team at Adobe, introducing Adobe to the wide format construction document industry, and was later asked to sit on an Adobe committee for the development of their Acrobat- Version 6.

In 2006, Vince’s team was contracted to capture the historical legacy of the State Supreme Court for the State of Louisiana. This project resulted from the disastrous hurricane Katrina, which nearly destroyed all hand printed decisions and transcripts for State Supreme Court cases dating back to 1845. 493

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 6 Following are additional members of the ARC Management Team who would be involved in this project:

John Adamas Account Executive
Mobile: (916) 494-8808
Email: [email protected]
Johnny Duong General Manager – NorCal South Bay
Mobile: (408) 761-7407
Email: [email protected]
Eric Plette Operations Manager
Mobile: (669) 287-5870
Email: [email protected]
Lorenz Magno Project Manager
Mobile: (408) 921-1784
Email: [email protected]
SCOPE OF WORK:
• The budgeted amount for this project is $300,000.00 – total project costs cannot exceed this amount
o Each box is assumed to contain 2,500 small format record documents up to 8 ½ x 11 inches and 35 folded large format blueprint documents
• Records are already boxed and will be picked up by ARC from the Public Works facility on South River Road
• Small format records up to an 8 ½ x 11-inch size document will be scanned at a resolution of 200 DPI in Black/White
• Large format blueprint documents will be scanned at a resolution of 200 DPI in auto -color • One image-only multi-page PDF will be output for each file folder • Files will be named sequentially and delivered on a USB Flash Drive, external hard drive, or email link
• Additional indexing services are available
• ARC can process up to 72 boxes per month – total project duration is not expected to exceed 24 months
• Hardcopies will be returned to the City of West Sacramento after scanning 494

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 7 The conversion process includes the scanning of the hard copy documents, into a facsimile image, captured at 200 DPI, using a programmatic “Auto-Color” detection, allowing pages containing a moderate amount of color content to be saved as a color image. Therefore, those pages having less than a moderate amount of color will be saved as black & white (1 bit per pixel, compressed using Group IV algorithm), while pages having a moderate amount of color content (or more) will be saved in as color (24 bit per pixel), compressed using a JPEG algorithm (set to a QValue setting of 75 of 100). The resultant source images will be compiled into a Searchable Image PDF file, where each file folder/binder will result in one PDF file. In addition, appropriate index data will be collected (as directed by CITY OF WEST SACRAMENTO), from each document, and associated to the resultant PDF files through designated folder structuring and file naming, in addition to providing an accompanying CSV text file.

The specific Indexing schemes used will be defined after award of this project and before work would begin.

CITY OF WEST SACRAMENTO will perform the following services on-site ARC providing barcodes, labels and training :
• Barcode and Labeling of each Cabinet and Shelf containing targeted documents for conversion • Barcoding each folder/binder as they are removed from the shelf, and placed into storage boxes • The folder barcodes would be sequential, prefixed with the cabinet and shelf number, so that exact position of each folder is digitally recorded for inventory and chain of custody purposes • Each transport box will be barcoded sequentially and loaded with the content from the shelves in sequential order
• An inventory spreadsheet will be created, to record the exact inventory of each folder, its source location, and its transport box contained therein
• Loading of secured boxes into ARC provided transport vehicle • Secure transport of box collection to Facility in Sacramento ARC will perform the following services for Off-Site Scanning at Sacramento:
• At Sacramento: Inspection of each box to ensure secure seal tape has not been tampered with, and box remains sealed closed
o Validation of box inventory when received
o Unsealing and validating each box and its contents as each box is placed into production • CITY OF WEST SACRAMENTO and/or Sacramento: Document preparation, if required:
o Removal of binding materials
o Unfolding pages
o Removal and/or repositioning of Post-it notes, flags, and other attachments o Insertion of specialized barcoded separator pages used for holding the page position of Large Format drawings
495

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 8 • Image Acquisition
o Capturing each page image (large and small format) at 200 DPI, using an Auto-Color program setting
o Programmatic de-skew of page images
o Programmatic edge clean-up of scanned images
o Programmatic removal of blank pages
• Scanned Image QC
o All images are viewed as being scanned
o Random images are also viewed post scan within each batch o Blank pages missed, are manually removed
• Document Indexing:
o Capture of unique Equipment ID as found on the tab of each folder o Extraction from database of relevant metadata, associated to each document captured • Document Re-assembly:
o For Large Format Drawings, the sheets will be in order of reception and will be secured with double rubber bands
o For Binders, all hard copy pages will be rubber banded in original page sequence order and placed into the original binder rings and Binder returned to original transport box o For Folders, all hard copy pages will be kept in original page sequence order and returned to their original folder and/or red-well container and placed into its original transport box • Processing of QC’d Images:
o Programmatic compilation of PDF files
o OCR processing of PDF files
o Programmatic file naming, based on index data collected o Programmatic folder structuring, based on index data collected o Validating completed PDF Files against inventory
• Placing completed PDF files and folders into encrypted hard drive for return to CITY OF WEST SACRAMENTO Close out chain of custody process controls
• Return of hard copy originals or secure shredding of all hard copy pages, upon release from CITY OF WEST SACRAMENTO Officials.
496

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 9 Workflow Details:

The following chart illustrates the general workflow process that we would be utilizing for this project:
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ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 10 Inventory Tracking and Control:

ARC Document Solutions understands the seriousness of inventory tracking when it comes to working with its clients’ records, and other sensitive document information. That’s why we have been trusted to handle documents ranging from those of Governments and Municipalities, to Utilities and Oil & Gas, as well as Fortune 500 companies across the country.

ARC has implemented a process to help manage and track document inventory from the time we take possession of the documents, through the necessary processing stages, until document destruction and/or return delivery back to CITY OF WEST SACRAMENTO. This process includes the use of Barcoding, Proper Labeling, Master Spreadsheets, and Chain-of-Custody Forms.

The highlights of these procedures are:
• Proper and consistent labeling of all CITY OF WEST SACRAMENTO content. This includes the Barcoding and/or Process Labeling of all boxes, books, folders, etc. • Proper Inventory Log creation of all document boxes/content ARC takes possession of from CITY OF WEST

SACRAMENTO
• Proper capture of any pre-index data
• Proper documentation of dates and content when ARC accepts documents from CITY OF WEST

SACRAMENTO
This process will be customized to meet the specific needs of CITY OF WEST SACRAMENTO, to capture any relevant data needed from the physical collection, in order to assure CITY OF WEST SACRAMENTO that the hard copy and data will transfer into the digital file collection properly. Following this procedure properly ensures that:

1. All document content provided by CITY OF WEST SACRAMENTO will be received, processed, and digitally returned correctly

2. All box content will be processed in sequential order, and no content will be overlooked or missed

3. All digital files created can have a direct link back to the original documents, allowing for a simple file validation process

4. All boxes can be identified at a glance and their current status be clearly stated

5. All content can be easily located while in storage, based upon their barcodes & the location tracking listed in the Master Spreadsheet Tracker

6. Any CITY OF WEST SACRAMENTO requests for expedited files have a much easier path to be located & processed, allowing for a quicker turn-around times

7. A high percentage of possible human error is minimized though the use of barcodes & barcode readers 498

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 11 Document Scanning:

ARC Document Solutions prides itself on producing the very best quality images possible when converting a document collection into a digital file archive. For CITY OF WEST SACRAMENTO documents, ARC will be scanning all document pages at a pixel density of 200 dpi to ensure a detailed image representation of the original document.

CITY OF WEST SACRAMENTO has requested that the collections be captured using an “Auto-Color” mode, where the threshold to save color, will be set at a moderate color amount. When capturing the source page as a black & white (1-bit) image, ARC’s professional grade scanners will capture B&W image using an “adaptive threshold” (sliding scale of black pixels and blank white space) whereby the pixel placement is analyzed with the surrounding pixels around it to help determine the actual image requirements. This results in a cleaner, better detailed scan than a standard Black & White image, yet it remains at a pixel depth of 1-bit per pixel, allowing a Group-IV compression to be applied.

ARC intends to deploy Production Grade Scanners, manufactured by the leading document scanner manufacturer, Kodak Alaris. These scanners are duplex scanners, meaning that they will capture both the front side and back side images simultaneously as they feed through the scanner one-time. In addition, these scanners are designed to transport fragile documents through a smooth stainless-steel transport path, thereby minimizing any risk of adding wear and tear to ant source hard copy.

Also, these scanners utilize a switchable “Black Back” or “White Back” scan surface, to allow the best possible image quality, while minimizing any image reflection or bleed through from the backside of the source document.

This also allows each document image to be programmatically de-skewed to the page edge (as opposed to the page content), which yields an exact facsimile of the source document. This also allow each page image to be automatically cropped to the page edge so that the resulting image matches the physical size of the hard copy page.

And finally, and perhaps most importantly; these scanners deploy three ultra-sonic multi-feed sensors across the width of the entry edge of the scanner. These sensors transmit a continual stream of ultrasonic sound waves through the paper as it is feeding into the scanner. This allows an instant detection, and suspension of the scanning process, anytime more than one-page might be feed into the scanner (aka “multi-feed’) at one time.

The benefit of this detection system is to insure with 100% accuracy, that we achieve a “page for page” (image to hard copy) result of the scanned batch. In the event a multi-feed occurs, the batch being scanned is immediately suspended, allowing the operator to retrieve the multi-fed pages, manually separate the hard copy pages, and reinsert them into the feed tray, to ensure that all pages are scanned and kept in exact sequential order throughout the batch.

The scanner software will record into a log file, the quantity of images, time of scanning, scanner operator, and scanner and scan station used to acquire the images.
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ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 12 When each set or box is completed, the scanner operator will initial the progress label, indicating that this process has been completed
Document Security:

ARC Document Solutions takes the security of all its clients records seriously. This means we take precautions not only for the physical security of the records, but also to best control the accessibility to the record content as well as the resulting image and data files. To assist with this process, ARC has implemented the following steps to help control the access to this information:
• All project barcoding lists the client names by Initials or Abbreviation. This insures the immediate identification by all ARC employees as a box of records from a specific client. • All ARC Full-time, Part-time, and Temp Employees are required to sign a Confidentiality/Non-Disclosure Agreement form prior to employment. This is in addition to the Full Background Checks and/or Drug Screen Tests that are required for general Employment.
• All Client Boxes pass through a defined scanning workflow that includes a Box In-Progress label placed on every box in addition to the Box ID Barcode label. This Tracking label requires the ARC Employee that is handling the box for a specific process to initial & date the label as to when the process took place, and who handled the process.
• For full Chain-of-Custody projects, an additional sign-off sheet travels within each box and required the ARC employees to Sign-In and Sign-Out the box each time it is opened, and to notate the process status at each step. This process is the workflow that will be recommended for the CITY OF WEST SACRAMENTO.
• Standard ARC Scanning Procedures require that all ARC operators can check-out and process only 1 box of documents at a time.

Assurance for Quality Imaging:

ARC utilizes leading Image Processing Software to assist with image quality consistency, starting with the scanner software to properly control the hardware, and including post image capture software to manage the image after the scan is complete.

ARC technicians set predetermined parameters for each project, and the system will automatically compare the scanned image against those parameters within a split second. Any image that is found to be outside of the acceptable limits is automatically flagged and prompts the technician to manually correct the image so that it is within the acceptable ranges.

This includes tasks such as programmatic de-skewing (correcting an image that is captured off center), brightness/contract levels, blank page identification and removal. 500

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 13 Upon completion of a project, the software will calculate and report the total number of images scanned versus images processed, and blank images removed, helping to keep the overall costs of scanning to its minimum actual level. Scanner operators will also quality check all images during the capture process for visual accuracy and readability.

We will ensure:
• Every document page in the source file is converted into digital format • Images are in correct readable rotation
• Output images are in focus and properly aligned
• Image sizes are a correct 100% scale with no abnormal cropping • Documents are scanned in the same order they have been received • Proper capture and protection of old & damaged documents • Proper management of hard copy attachments and small size documents Operators perform quality control checks throughout the conversion process, comparing an individual scan to the original document to ensure there is no decline in quality. If for some reason a scanned image is not as clear as the original, our quality control inspectors will rescan the image to the highest attainable quality.

Supervisors also perform defined Project In-progress Inspections, validating that the digital file output specifications match the Scope of Work requirements for the project.

Output matching Scope of Work requirements is passed through. Output found with minor issues are corrected, revalidated, and passed through.

However, any output with major issues, or items that could potentially affect additional records within the project would require a Non-Conformance Report (NCR) be filed and logged against the project.

An NCR would define the cause of the non-conforming item, the method in which it will be corrected, and the Corrective Action that will be taken to ensure the issue will not replicate itself again for the remainder of the project.

The NCR will require multiple signatures of both supervisors and managers to validate the resolution of the issue before it can be closed out.
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ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 14 Project In-ProgressInspection Form Quality Assurance: Non-Conformance Report 502

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 15 All employees will be trained on their specific tasks before being released to perform such tasks. Training sessions will be held on a regular basis to ensure that all employees meet the standards established and apply the techniques learned consistently throughout the term of the project.

A training log will be maintained by the Project Manager to ensure that all employees receive and maintain expected performance levels.

DOCUMENT STORAGE:

ARC will either return hard copy document boxes to CITY OF WEST SACRAMENTO within 30 days of completion of each box, or if CITY OF WEST SACRAMENTO elects to have boxes destroyed/shredded, ARC will arrange for the destruction of the box and its content.

In the event CITY OF WEST SACRAMENTO requires ARC to retain the hard copy boxes longer than the 30 day period following completion of the box, ARC will at its option invoke a monthly storage fee for each box, for each month (or portion thereof) following the 30 day period.

DOCUMENT DESTRUCTION:

As an option, ARC will provide Certified Document Destruction Services, via a 3rd-party Document Shredding service. The request for this service must be made in writing from CITY OF WEST SACRAMENTO to ARC indicating each box (as a separate line item) to be destroyed and be approved by two responsible parties at CITY OF WEST SACRAMENTO. ARC will provide to CITY OF WEST SACRAMENTO, a detailed inventory listing of all documents contained in each box prior to the authorization for destruction; and provide the certificate of destruction, indicating the boxes destroyed.

PROJECTED SCHEDULE:

The projected timeline for this project is 12months. The timeline for the project begins after the Pilot is approved from CITY OF WEST SACRAMENTO.

ARC will implement a “Pilot-Run” for your project of scanning/indexing/OCR fields and retrieval to start the process at no charge. This will ensure that we know the speed of your project as well as the accurate indexing & archiving for OCR.

As an alternate plan, ARC would be happy to process a limited quantity of boxes on a monthly or quarterly basis, pending CITY OF WEST SACRAMENTO budget requirements. This option will allow the project to be completed over a longer span of time, to mutual agreement between ARC and CITY OF WEST SACRAMENTO. 503

ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 16 PRICE SCHEDULE:

The following Price Table is established based on performance standards as established in this scope of work.

City of West Sacramento
Item Unit Price (Each)

PICK UP INCLUDED
DOCUMENT SCANNING PER BOX - Box consists primarily Small Format (SF) documents [Smaller than 11x17] with Large Format (LF) [larger than 11” X 17”] – PDF Page Delivered); Includes page scanning, indexing up to 4 fields, quality assurance and image processing – box size 15x12x10; 200DDPI B/W for SF and 200DPI auto-color for LF $170.00/per box

DOCUMENT STORAGE INCLUDED

OPTIONAL
DOCUMENT REMOVAL AND PACKAGING (Per 1.2 CuFt Box packed) Includes new 1.2 CuFt storage boxes, shelf, and sequential folder barcoding prior to removal from shelf, detailed inventory tracking, loading boxes, and securely sealing boxes for transport INCLUDED ADDITIONAL LABOR (Per Quarter Hour, or any portion thereof, for work not covered in scope and/or pricing indicated above, i.e. Identifying, filtering and removing different Doc Types that do not need to be scanned) $85.00/hr
DOCUMENT DESTRUCTION $15.00/box
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ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 17 PROJECTED PROJECT COSTS:

The projected costs indicated are derived from the approximate page counts that was discussed in 2021, and all documents being prepared for scanning prior to pick-up. The actual project costs will likely vary.

Project Total Cost
Item Unit Price
(Each)
Approximate
# of Units
Approximate Extended
Price
PICK UP Included 3 Included
SF DOCUMENT SCANNING $170.00 $300,0000
DOCUMENT STORAGE Included 12 Included
ESTIMATED TOTALS $300,000.00

OPTIONAL SERVICES
Misc./Out of Scope Labor N/A N/A $85/per hr
DOCUMENT DESTRUCTION $15.00/box 800 $12,000.00

CONCLUSION
As evidenced in this proposal, ARC Document Solutions has extensive experience, technical expertise, and a detailed comprehensive workflow to handle this project. Our Quality Assurance Plan and attention to detail throughout all phases of this project ensures the highest level of controls for quality, accuracy, and consistency for all deliverables to CITY OF WEST SACRAMENTO.
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ARC DOCUMENT SOLUTIONS | City of West Sacramento DOCUMENT CONVERSION PROJECT 18 .

CONCLUSION
As evidenced in this proposal, ARC Document Solutions has extensive experience, technical expertise, and a detailed comprehensive workflow to handle this project. Our Quality Assurance Plan and attention to detail throughout all phases of this project ensures the highest level of controls for quality, accuracy, and consistency for all deliverables to CITY OF WEST SACRAMENTO.

In summary, the Controls we have in place considers the following factors:
• Accounting, Completion, and Inclusion of all documents and document pages • Quality of Scanned Images
• Readability of Resultant Images
• Accuracy of Index Data collected
• Secure Control and Tracking of Hard Copy Documents
• Consistency and Accurate Accounting of all Deliverables to Hard Copy Records • Maintaining the highest level of security and protection for the hard copy documents, as well as protecting the resultant images and data, being encrypted while in transit We are confident that these workflows, processes, and procedures will exceed all requirements for the conversion of records for CITY OF WEST SACRAMENTO.

We look forward to assisting CITY OF WEST SACRAMENTO with providing the strongest document conversion solution for its records conversion project.

Respectfully Submitted,
John Adams
506
ARC Document Solutions
Contract #_Document Scanning Services
Expires 5/31/2026

EXHIBIT B
CERTIFICATE OF COMPLIANCE WITH LABOR CODE § 3700
[Labor Code § 1861]
I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

ARC Document Solutions
By: _________________________
Title: John Adams, Account Executive
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CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 15
SUBJECT:

CONSIDERATION OF PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL DECLARING MAY 2023 AS MENTAL HEALTH AWARENESS MONTH
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ X ] Council [ ] Staff
[ ] Other
Meaghan Stiles, Program Manager
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
The purpose of this report and proclamation is to provide awareness about the need to support mental health services and education for the benefit of families and residents of West Sacramento and communities throughout Yolo County.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council adopt the proclamation declaring May 2023 as Mental Health Awareness Month.

BACKGROUND
Mental illness impacts an estimated 20 percent of the population in the United States, including 30 percent of homeless in California. Suicide is the second leading cause of death in the state, for those aged 25-34.

Yolo County, working with the cities of West Sacramento, Woodland, Davis and Winters is addressing the needs of mentally ill individuals through a variety of programs and services. Several agencies and community organizations are collaborating in their efforts to address mental health concerns including the Yolo County Local Mental Health Board, and Yolo County Health and Human Services Agency Wellness Centers in West Sacramento, Woodland, and Davis
The Yolo County Health and Human Services Agency serves approximately 2000 seriously mentally ill adults and approximately 700 seriously emotionally disturbed youth and children annually. In Fiscal Year 2021/22, 1,226 West Sacramento residents ages 2-91 engaged in mental health services with the Yolo County Health and Human Services Agency and 5,629 mental health services were provided; these numbers have more than doubled since 2020. The Yolo County Mental Health Board with representation from West Sacramento and the Yolo chapter of the National Alliance on Mental Illness work tirelessly year-round to help serve community members in mental health crisis.

As of July 16, 2022, 988 is the new three-digit dialing code for the National Suicide Prevention Lifeline, now called the 988 Suicide and Crisis Lifeline. Anyone, anywhere in the U.S. can now call, chat, or text 988 and receive resources and supports during a suicide, mental health, or substance use crisis. Connecting a national network of over 180 independently operated state and local crisis call centers, 988 links callers throughout the U.S. to immediate crisis care. Ideally, callers are connected with a local counselor in their home state. However, if the local center is unable to answer, the Lifeline reroutes calls to backup centers in their network, both in- and out-of-state. Currently, the Lifeline provides live crisis center phone services in English and Spanish and uses Language Line Solutions to provide translation services in over 250 additional languages for people who call 988.

ANALYSIS
Adoption of this proclamation recognizing May as Mental Health Awareness Month will further signify the City's commitment to raise awareness of mental health issues and services for community members and help reduce the stigma associated with mental illness.

Environmental Considerations
N/A
Commission Recommendation
N/A
508
Proclamation for Mental Health Awareness Month
May 17, 2023

Strategic Plan Integration
N/A
Alternatives
N/A
Coordination and Review
N/A
Budget/Cost Impact
N/A

ATTACHMENT

1. Proclamation
509

PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL
DECLARING MAY 2023 AS MENTAL HEALTH AWARENESS MONTH
WHEREAS, mental health is essential to everyone’s overall health and well-being; and WHEREAS, in California nearly 1 in 7 California adults experience a mental illness, and 1 in 26 has a serious mental illness that makes it difficult to carry out daily activities; and WHEREAS, there’s often no single cause for a mental health condition. Instead, there are many possible risk factors that can influence how likely a person is to experience a mental health condition or how serious the symptoms may be. These risk factors include exposure to trauma; your environment and how it impacts your health and quality of life (also known as social determinants of health); genetics; brain chemistry; and your habits and lifestyle; and WHEREAS, Suicide and Crisis Lifeline network number 988 is now available nationwide. This new three-digit number is an easy-to-remember way for people to connect with help and support during a mental health, substance use, or suicide crisis. Anyone in a mental health crisis can call, text, or chat with 988 and be connected to trained crisis counselors in the 988 Suicide and Crisis Lifeline network (formerly known as the National Suicide Prevention Lifeline); and WHEREAS, engaging in prevention, early identification and early intervention are as effective ways to reduce the burden of mental illnesses as they are to reduce the burden of other chronic conditions; and
WHEREAS, several agencies and community organizations are collaborating in their efforts to address mental health concerns including the Yolo County Local Mental Health Board and Yolo County Health and Human Services Agency Wellness Centers in West Sacramento, Woodland, and Davis; and
WHEREAS, West Sacramento is grounded in the belief that we must look out for one another -- and whether it affects our family members, friends, co-workers, or those unknown to us -- we do a service for each other when we reach out and help those struggling with a mental health issue; and
WHEREAS, West Sacramento understands we must raise awareness of mental health issues and services, and allow others to share personal knowledge and experiences of what living with mental illness means so we can reduce barriers associated with individuals seeking mental health treatment to live a longer, healthier life; and
WHEREAS, in Fiscal Year 2021/22, 1,226 West Sacramento residents ages 2-91 engaged in mental health services with the Yolo County Health and Human Services Agency and 5,629 mental health services were provided; these numbers have more than doubled since 2020; and WHEREAS, raising awareness of mental health issues and community-based mental health services can strengthen families and educate the citizens of West Sacramento and Yolo County about resources available as well assisting to reduce the stigma associated with seeking mental health treatment.

NOW, THEREFORE, BE IT HEREBY PROCLAIMED by the West Sacramento City Council that the month of May 2023 be recognized as “Mental Health Awareness Month.” PROCLAIMED THIS 17th day of May 2023.

ATTEST:

Martha Guerrero, Mayor Jennifer Cusmir, City Clerk
510

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 16
SUBJECT:

PUBLIC HEARING AND CONSIDERATION OF FIRST READING OF ORDINANCE 23-7

PERTAINING TO AN AMENDMENT TO THE TERM OF THE RIVER PARK

DEVELOPMENT AGREEMENT
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ ] Staff
[ X ] Other
Seamus Laffey, AICP, Senior Planner
Community Development Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this item is to provide the City Council with sufficient information to consider an amendment to the term of the existing Development Agreement between Sun M Capital, LLC and the City of West Sacramento for the River Park project.

RECOMMENDED ACTION
Staff respectfully recommends that the Council:
1) Conduct the public hearing;
2) Find that the amendment to the term of the existing River Park Development Agreement between Sun M Capital, LLC and the City of West Sacramento does not require further environmental review pursuant to Sections 15162 and 15168 of the CEQA Guidelines; and
3) Waive first reading and read by title only Ordinance 23-7 amending the term of the River Park Development Agreement between Sun M Capital, LLC and the City of West Sacramento.

BACKGROUND
On June 18th, 2008, the City Council approved the River Park project consisting of up to 2,284 residential units, parks, open space, and a small commercial site in the Southeast Village of Southport (see Attachment 1, River Park Location Map). As part of the project approvals, a Development Agreement (DA) was entered into with the primary landowner that controlled 452 acres in the Southeast Village of the Southport Framework Plan. In addition to the DA, project approvals included a General Plan Amendment, rezoning, design guidelines, and an environmental impact report (EIR). The DA had a 15-year term that became effective on July 18, 2008 (see Attachment 2, River Park Development Agreement). The River Park project area is currently planned for residential development of varying densities, neighborhood commercial, open space, parkland uses and land for possible dedication to the school district for a new school site. The project area is currently used for agricultural production (dry land farming) and an existing cell tower is located at the end of Sculpin Lane. The project’s Environmental Impact Report (EIR) (State Clearinghouse #2005062027) was certified to satisfy requirements of the California Environmental Quality Act (CEQA) with the 2008 approval. The project was originally comprised of 494.4 acres and 2,788 residential units, but shortly before Council consideration in 2008, a few of the property owners withdrew from the project. The project also reserved land for future levee improvements, thereby further reducing the unit count from what was evaluated in the EIR. Thus, the River Park Environmental Impact Report (EIR) and design guidelines described and analyzed the larger acreage and unit number, but the DA approved after the withdrawal of some of the property owners only included the 2,284 residential units on 452.2 acres.

The DA approved in 2008 was with the prior property owner, SCL West Sac Holdings LLC. In 2008-2009 during the early period of the Great Recession, much of the property was foreclosed upon by the lender. Sun M Capital, LLC acquired the River Park project properties from the lender and on April 25, 2011 the DA was assigned and assumed by Sun M with approval from the West Sacramento City Manager and City Attorney. Sun M assumed the obligations in the DA as they were originally approved.

Since Council’s approval of the project in 2008, the West Sacramento Area Flood Control Agency (WSAFCA) designed and constructed the Southport Levee Improvement Project along the Sacramento River. The levee project expanded the Sacramento River channel with the construction of new setback levee and removal of the prior levee. This required condemnation of a considerable portion of the approved River Park project area, which was unique relative to other large development sites in Southport. Once the extent of WSAFCA’s land acquisition 511
River Park DA Amendment
May 17, 2023

needs was known and executed, Sun M Capital, LLC applied for project modifications to reflect the updated project levee footprint.

City staff are currently processing the modifications requested by the applicant, which will require an updated environmental analysis, fiscal analysis, amendments to Southport Framework Plan, Southport Design Guidelines and land use entitlements that will be heard by the Planning Commission and City Council at a future date after public outreach and workshops. In view of the project modifications requested by the applicant as well as a requested extension to the term of the existing DA, the DA will require renegotiation. The updated environmental analysis will consider all required resource areas such as vehicle miles travelled, greenhouse gas emissions, energy use, public facilities and services, habitat, etc. Issues such as affordable housing, funding of long-term maintenance and upkeep for public safety and infrastructure are being reviewed since the proposed project modifications will need to comply with all the current City policies and development standards. It is too early in the process to know if staff will support the applicant’s request or not.

A summary of the original entitlements and proposed modifications is provided in the table below reference.

Table 1 River Park Development Summary (2008)
Total River Park Project Area
(2008 River Park EIR)
Property Within River Park DA
(Approved Project)
Total Acres 494.4 452.4
Total Dwelling Units 2,788 2,284
Table 2 Proposed Modifications
Southport Levee Project
Total River Park Project Area
(Includes Non-Participating
Property Owners)
Property Within River Park DA
Total Acres 120.9 acres* 373.5 remain 313.2 remain
Total
Dwelling
Units
N/A 2,718 2,318 units proposed
*The 120 acres of land acquisition includes acquisition of land for the levee and widened river channel, Village Parkway and properties previously part of the project but encumbered by levee easements.

Prior to any development commencing, the applicant would need to submit tentative subdivision map applications dividing the property into residential, commercial, open space, recreational, and other land uses and be subject to environmental review. The tentative subdivision map would be subject to review by the City’s Planning Commission. The City Council ministerially approves the final maps after all conditions of each tentative map have been met. As there are numerous steps to successfully complete prior to commencing project construction, staff anticipates that development is at least a few years away, especially if Sun M sells the entitled project to another developer. It the property is sold and transferred to others, additional public hearings will be conducted.

DAs are tantamount to contracts negotiated between project applicants and the City that are not required but are common for larger development projects. DAs often provide a vested right to the applicant so they can proceed ahead with the development as approved by the City Council at the time the project is approved in accordance with the existing policies, rules and regulations at the time of approval. This surety/guarantee is attractive for developers required to make large up-front investments in infrastructure especially if it is a large project that will take many years to complete. Similarly, a DA can include a developer’s commitment to project amenities, specific phasing and timing of improvements and other terms that provide the community with a level of certainty.

General Plan
The City’s General Plan guides the future development of the City and the last comprehensive update that included land use changes was approved by the City Council in 2016. The properties that make up the River Park project include a variety land uses including: Rural Residential, Low Density Residential, Medium Density Residential, High Density Residential, Commercial, Recreation and Parks, Open Space, Public/ Quasi-Public. 512
River Park DA Amendment
May 17, 2023

ANALYSIS
The proposed DA Amendment would extend the existing DA’s term for a one-year period, with an additional oneyear extension based on the City Manager’s discretion, setting the new expiration date as July 18, 2025 (see Attachment 3, Ordinance 23-7). This extension will preserve the status quo and provide a better baseline for future DA negotiations that are needed since the project’s footprint has changed due to the Southport levee project. It will also allow staff and the landowner to work on reconciling some of the DA’s provisions with how things are done now versus 2008. This proposed DA Amendment does not approve any of the project modifications requested by the applicant.

Environmental Considerations
As part of the project’s approval in 2008, an EIR (State Clearinghouse #2005062027) was prepared and certified to satisfy requirements of the California Environmental Quality Act (CEQA). Staff has determined that the DA extension does not require further environmental review pursuant to Sections 15162 and 15168 of the CEQA Guidelines since no changes or revisions to the project are proposed with this DA extension. A Subsequent EIR is being prepared for the proposed project due to the proposed amendments. This updated environmental document will require public review and certification by the Planning Commission and City Council when the project amendments are heard by the City Council at a future date.

Commission Recommendation
The DA Amendment was recommended for approval by the Planning Commission on April 6, 2023, via Resolution 23-2PC (see Attachment 4). The Planning Commission’s discussion primarily centered around the changes to the project since 2008 due to the Southport Levee Improvement Project and the need for additional public review and environmental review because of the changes. City staff are processing the modifications which will include a renegotiated DA, updated environmental analysis and land use entitlements that will be heard by the Planning Commission and City Council at a future date once the additional analysis is complete.

There will be workshops and public outreach on the project prior to future public hearings on the proposed amendments.

Strategic Plan Integration
Not applicable.

Alternatives
The Council’s primary alternative is to conduct the public hearing and vote to not approve the amendment to the DA for an extension of time on the River Park project. Although staff does not recommend this alternative, staff is prepared to effectuate this alternative upon the Council’s direction.

Coordination and Review
This report was written and reviewed in coordination with the Planning Division and the City Attorney’s office.

Budget/Cost Impact
Costs associated with review of the project are paid by the applicant via a reimbursement agreement.

ATTACHMENTS
1) Location Map
2) River Park Development Agreement
3) Ordinance 23-7
4) Resolution 23-2PC
513
River Park offers convenient access to West Sacramento neighborhoods and downtown Sacramento, north and northeast of the project area, respectively (see location map above). Directly east, across the Sacramento River, are the Sacramento neighborhoods of Land Park, Greenhaven, and the Pocket area; to the southeast are Elk Grove and the community of Florin. Unimproved agricultural and single-family residential areas are west and south of the project area.

The original Southport Framework Plan designated four quadrants, or “villages”: the Northeast, Northwest, Southeast, and Southwest Villages (see map above). River Park occupies most of the Southeast Village, the smallest of the four villages. Each village in Southport is being designed as a separate, internally cohesive community; all eventually will be connected by Village Parkway, which will circumnavigate Southport. As shown in the map, Village Parkway will be extended south past Lake Washington Boulevard into River Park, where it will turn west and connect to the existing Village Parkway at Jefferson Boulevard. Stonegate Drive will be extended from Linden Road south to the proposed Village Parkway extension, connecting River Park to Southport’s Northeast Village. South River Road, which borders River Park along the riverfront, connects River Park with Southport’s other three villages.

2.0 Location and Context

REGIONAL CONTEXT SOUTHPORT CONTEXT
Sacramento Int’l AirportPort of SacramentoSOUTHPORT FRAMEWORKPLAN AREARIVER PARKSacramento RiverProposed Village ParkwayYolo “Rails-to-Trails” ParkwayCity of West Sacramento Boundaryand the SOUTHEAST VILLAGE Northwest VillageNortheast VillageSouthwest VillageSOUTHEAST VILLAGE Location Map: City of West Sacramento
Southport Framework Plan Area
Village Boundary
Southport Framework Plan Area BoundaryProposed Major Roadways Existing Major Roadways
River Park Project Area Boundary
pg 10
Location and Context Design Guidelines
RIVER PARK Master Planned Village
Sacramento River
Yolo “Rails-to-Trails” Parkway
Jefferson Blvd.

Village Parkway
Deep Water Channel City of Sacramento
Stonegate Dr.

Bevan Rd.

Davis Rd.

Lk. Washington Blvd.

South River Rd.

Linden Rd.

REGIONAL CONTEX

T SOUTHPORT CONTEX
T
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Attachment 3
2343517.1 7203-364
ORDINANCE 23-7

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO

APPROVING THE FIRST AMENDMENT TO DEVELOPMENT AGREEMENT BY AND

BETWEEN THE CITY OF WEST SACRAMENTO AND SUN M CAPITAL, LLC, A

CALIFORNIA LIMITED LIABILITY COMPANY
The City Council of the City of West Sacramento does ordain as follows:

Section 1. Purpose And Authority. The purpose of this Ordinance is to amend that certain Development Agreement by and between the City of West Sacramento and Sun M Capital, A California Limited Liability Company, dated June 18, 2008 (“Development Agreement”).

Section 2. Amendments. The City and Sun M Capital, LLC, successor to the developer parties to the Development Agreement, hereby amend the Development Agreement according to the terms and provisions of the First Amendment, attached hereto as Attachment A.

Section 3. Severability. If any provision of this Ordinance, or the application of any such provision to any person or circumstance shall be held invalid, the remainder of this Ordinance, to the extent it can be given effect, or the application of those provisions to persons or circumstances other than those as to which it is held invalid, shall not be affected thereby, and to this end the provisions of this chapter are severable.

Section 4. Effective Date and Publication. This Ordinance shall take effect 30 days after its adoption, and pursuant to Resolution 99-46 was published in summary format prior to adoption, and a summary will be published within 15 days after adoption in a paper of general circulation published and circulated within the City of West Sacramento.

PASSED AND ADOPTED by the City Council of the City of West Sacramento this __day of ___________ 2023, by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
__________________________________
Martha Guerrero, Mayor
ATTEST: APPROVED AS TO FORM:
__________________________________ __________________________________ Jennifer Cusmir, City Clerk Jeffrey Mitchell, City Attorney CODIFY ___ UNCODIFY _X_
584
2343517.1 7203-364
Attachment A

FIRST AMENDMENT TO

DEVELOPMENT AGREEMENT BY AND BETWEEN THE CITY OF WEST SACRAMENTO

AND SUN M CAPITAL, A CALIFORNIA LIMITED LIABILITY COMPANY This FIRST AMENDMENT to the DEVELOPMENT AGREEMENT BY AND BETWEEN THE CITY OF WEST SACRAMENTO AND SUN M CAPITAL, LLC dated June 18, 2008, is entered into by and between SUN M CAPITAL, LLC (“Developer”) and the City of West Sacramento, a municipal corporation (“City”) is entered pursuant to the authority of Government Code Sections 65864 through 65869.5 and shall be deemed to have an Effective Date of _________________, 2023.

RECITALS
This First Amendment is predicated upon the following facts and findings:

A. The City and Developer entered into a Development Agreement on June 18, 2008 (“Development Agreement”) relative to the River Park project (the “Project”) as approved on that date by City Ordinance 08-05, a memorandum of which was recorded by the Yolo County Recorder on July 1, 2008.

B. The Project encompasses approximately 452 acres and is located in the southeast village of Southport and generally bound by the Clarksburg Branch Line Trail to the west, Davis Road to the north and the Sacramento River to the east and south. The project will support a balanced mixed of land uses including approximately 2,284 residential uses in varying densities and a small commercial component.

C. The ownership is now solely comprising of one party, Sun M Capital, A California Limited Liability Company.

D. Section 19 of the Development Agreement provides for amendments to such Agreement pursuant to state law and the West Sacramento Municipal Code.

E. Over the course of the last several years, the real estate market has suffered, and the Project has been delayed for a variety of reasons, including disruptions to work schedules and supply chain interruptions caused by the COVID-19 pandemic and projects to mitigate flooding in the City.

F. As a result of these delays, Developer and the City wish to amend the Development Agreement for an extension to enable the Parties to evaluate the Project’s status, determine if any substantive changes to the Project are necessary to best serve the respective needs of the Parties, and to consider the timeline of the Project going forward.

G. To accommodate these evaluations, the Parties wish to extend the term of the Development Agreement for one year, until July 18, 2024, with an option to extend the term for an additional year, until July 18, 2025, at the discretion of the City Manager if the Parties are making good faith efforts and progress towards the evaluations described in Recital F.

H. On April 6, 2023, the Planning Commission conducted a public hearing on this First Amendment and recommended approval to the City Council. 585
2343517.1 7203-364
I. On ________, 2023, the City Council conducted a public hearing on this First Amendment and voted to approve the amendment by adoption of Ordinance 23-7.

J. The Developer and the City both desire to amend Section 4.2 the Development Agreement to extend the Development Agreement, based on the conditions contained in this First Amendment.

NOW THEREFORE, the parties agree to amend the Development Agreement as follows:

1. Amendment of Section 4.2. Section 4.2 of the Development Agreement shall be amended to read as follows:
“4.2 Term. The term of this Agreement shall commence on the Effective Date and shall end on July 18, 2024, unless said term is terminated, modified, or extended by circumstances set forth in this Agreement.

4.2.1 Tolling. The term of this Agreement shall be tolled if and for as long as City determines development within the Southport area is infeasible due to State, Federal, or local health and safety requirements; provided, however, that under this circumstance the term of this Agreement shall not be tolled for longer than five (5) years.

4.2.2 Extension. At the City Manager’s discretion, the Term of this Agreement may be extended for one (1) year, until July 18, 2025, if the City Manager determines such an extension is in the best interest of the City.

Following the expiration of the Term, this Agreement shall be deemed terminated and of no further force and effect, except as described in Section 23.”

2. Remainder of Provisions of Development Agreement. Except as expressly provided herein, nothing in this First Amendment shall be deemed to waive or modify any of the other provisions of the Development Agreement.

3. Interpretation of Conflicts. In the event that any provisions of this First Amendment conflict with the provisions of the Development Agreement, the terms of this First Amendment shall prevail.

4. Memorandum of First Amendment. Contemporaneously herewith, the City and Developer shall execute a notarized Memorandum of First Amendment in the form attached hereto as Exhibit A, which Memorandum shall be recorded with the Yolo County Recorder. 586
2343517.1 7203-364
IN WITNESS WHEREOF, this First Amendment has been executed by the parties on the day and year first written above.

CITY OF WEST SACRAMENTO Sun M Capital
A municipal corporation A California Limited Liability Company By: ______________________ By: _________________________ Martha Guerrero, Mayor
Print Name: __________________
ATTEST:

By: ______________________
Jennifer Cusmir, City Clerk
APPROVED AS TO FORM:

KRONICK, MOSKOVITZ, TIEDMAN & GIRARD
A professional corporation
By: _______________________
Jeffrey Mitchell, City Attorney
587
2343517.1 7203-364

EXHIBIT A
Memorandum of Agreement
588
2343517.1 7203-364

RECORDING REQUESTED BY AND WHEN
RECORDED RETURN TO:

City of West Sacramento
1110 West Capitol Avenue
West Sacramento, CA 95691
NO RECORDING FEE REQUIRED PURSUANT TO GOVT CODE § 27383 SPACE ABOVE LINE FOR RECORDER’S USE ONLY

MEMORANDUM OF FIRST AMENDMENT TO

DEVELOPMENT AGREEMENT BY AND BETWEEN THE CITY OF WEST SACRAMENTO

AND SUN M CAPITAL, A CALIFORNIA LIMITED LIABILITY COMPANY THIS MEMORANDUM OF FIRST AMENDMENT TO DEVELOPMENT AGREEMENT is made this ___ day of ______, 2023, by and between the CITY OF WEST SACRAMENTO ("City") and SUN M CAPITAL ("Developer").

City and Developer are parties to that certain "DEVELOPMENT AGREEMENT BY AND

BETWEEN THE CITY OF WEST SACRAMENTO AND SUN M CAPITAL LLC, A CALIFORNIA LIMITED LIABILITY COMPANY dated June 18, 2008. The City and Developer are also parties to that certain “FIRST AMENDMENT TO DEVELOPMENT AGREEMENT BY AND BETWEEN THE

CITY OF WEST SACRAMENTO AND SUN M CAPITAL, A CALIFORNIA LIMITED LIABILITY COMPANY,” (“First Amendment”) dated ________, 2023. The terms and conditions of the First Amendment are incorporated herein by this reference. The Development Agreement as amended by the First Amendment controls the development of the certain real property, including improvements thereto, situated in the County of Yolo, State of California, and described as follows:

SEE EXHIBIT “1”
Dated: ________________________

THE CITY OF WEST SACRAMENTO
By: ___________________________
Martha Guerrero, Mayor
Attest: ________________________
Jennifer Cusmir, City Clerk
Dated: ____________________________
Sun M Capital, LLC
By: _______________________________

Print name: ________________________
Title: _____________________________
589
2343517.1 7203-364
Exhibit 1
Legal Description
590
RESOLUTION 23-2PC

A RESOLUTION OF THE PLANNING COMMISSION

OF THE CITY OF WEST SACRAMENTO

RECOMMENDING ADOPTION BY THE CITY COUNCIL OF A FIRST AMENDMENT

TO A DEVELOPMENT AGREEMENT WITH SUN M CAPITAL, LLC, A CALIFORNIA

LIMITED LIABILITY COMPANY, PERTAINING TO DEVELOPMENT OF THE

RIVERPARK MASTER PLAN
WHEREAS, on April 6, 2023, the West Sacramento Planning Commission conducted a public hearing on a First Amendment to a Development Agreement; and WHEREAS, the Planning Commission has duly considered all information before them; and
WHEREAS, the Planning Commission has found that the proposed First Amendment to the Development Agreement is consistent with the goals, policies and implementation programs of the City of West Sacramento General Plan; and WHEREAS, the proposed First Amendment to the Development Agreement does not require further environmental review pursuant to Sections 15162 and 15168 of the CEQA Guidelines; and
WHEREAS, the Planning Commission has found that the proposed First Amendment to the Development Agreement furthers the public health, safety and general welfare of the City.

NOW, THEREFORE, BE IT RESOLVED by the Planning Commission recommends that the City Council take the following actions:

1. The Planning Commission recommends that the City Council approve the proposed First Amendment to the Development Agreement via Ordinance 23- 7 as recommended by the Planning Commission.

PASSED AND ADOPTED by the Planning Commission of the City of West Sacramento this 6th of April 2023, by the following vote:

AYES: Wong, Andersen, Linker, Olivarez, Squires, Jackson, Sablan NOES: None
ABSTAIN: None
ABSENT: Delgado
Teresita Sablan, Planning Commission
Chairperson
ATTEST:

David W. Tilley, Secretary
DocuSign Envelope ID: 512BA23F-45F0-4896-9277-DE479E1E3DB5 591

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 17, 2023 ITEM # 17
SUBJECT:

WORKSHOP ON THE PROPOSED OPERATIONS & MAINTENANCE (O&M) AND

CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGETS FOR
FISCAL YEARS 2023/24 AND 2024/25
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Roberta Raper, Director
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [X] Direction [ ] Action

OBJECTIVE
The purpose of this report is to present the City Council with the proposed Operations and Maintenance (O&M) fund budgets, decision package (supplemental) requests for new O&M appropriations, and the proposed 5-year Capital Improvement Program (CIP); discuss the proposed funding sources and available funding capacity for the proposed appropriations; and solicit feedback from the Council to inform the development of the final proposed budget which will be presented to Council for consideration in June.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council review staff’s report and the information presented at the meeting and provide feedback and direction to staff to be used in preparation of the final proposed budget scheduled for Council consideration on June 28, 2023.

BACKGROUND
Municipal Code Section 2.080.50 requires the City Manager to annually submit a proposed budget to City Council for approval. As Council authority is required to spend City funds, the annual budget is required to be adopted prior to the beginning of each fiscal year, July 1. The City of West Sacramento prepares and presents to Council for consideration and adoption a two-year budget in each odd numbered year. Prior to adoption of the budget, the City Council holds a strategic planning session to identify and adopt priorities for the year. Input received through that process informs the budget development for the upcoming two fiscal years.

The budget process typically begins in late January with budget kick-off meetings for both the O&M and CIP budgets. Staff from all departments are invited to attend the meetings, through which budget direction and instruction is provided. The budget procedure manual which provides an update on the City’s financial position, available funding capacity, and instructions and limitations for the upcoming budget process, along with overall information and step by step instructions for submitting budget proposals in the City’s budget application, is updated and released to staff at that time and the budget system is opened for entry.

Over the next several weeks of that process, departments enter projections, O&M budgets, supplemental requests in the form of decision packages, and CIP project funding requests into the budget system. Departments were instructed to enter line-item budget requests into the budget system for appropriation needs to continue status quo operations and services to the community. Given the anticipated revenue impacts and increase in salary and benefit costs, including a significant increase to the pension contribution in FY 2024/25, departments with budgets in the General Fund were instructed to do their best to offset any anticipated increases with reductions in other areas. Any deviations from the status quo (i.e., supplemental requests, new services, new positions or equipment, or changes to the way business is currently performed) were instructed to be requested by submitting a decision package. These supplemental requests may include items that are one-time in nature, requests that significantly increase current budget appropriations, or items that enable new, enhanced, or restored services or appropriations. The decision packages submitted for these items provide the description and justification for the request, alternatives considered, and impact on budget to allow the Council to make informed decisions.

Once all requests are submitted in the budget system, Finance staff meets with each department to go over the requests. Budget Committee meetings with key stakeholders are held to evaluate specific categories of requests (e.g., Capital Project requests) before all new requests are evaluated and prioritized by the Budget Committee consisting of representatives from Finance, Directors from each department, the CIP Manager, the Deputy City Manager/Innovation & Technology Director, and the Assistant City Manager. A final meeting is held with the City Manager to discuss the outcomes of the various budget committee meetings, prioritization of the budget requests, and available funding. The City Manager has final input on the proposed budget before the requests 592 FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

are compiled and presented to the City Council for evaluation and feedback at the budget workshop. After Council direction is received through the budget workshop, the final budget is prepared and is brought back to Council for consideration and adoption prior to the beginning of the fiscal year.

The City adopts a biennial budget every two years, and evaluates the budget for new or unanticipated needs through a mid-year process and a more comprehensive mid-term budget process prior to the beginning of the second fiscal year of the adopted budget. We are currently nearing the end of the second year of the biennial budget, so the budget requests the Council will consider as part of this workshop will fund needs over the next two years, fiscal years 2023/24 and 2024/25.

ANALYSIS
The details of the supplemental and CIP budget requests are included in attachments to this report, including individual decision packages and project detail sheets which provide narrative explanations and justifications for the requests along with alternatives considered and consequences of not funding them. These detailed pages are intended to provide Council with sufficient information to be able to make decisions and provide feedback on the various budget requests. Also included in the attachments are summaries of all City funds, providing beginning available balances, totals of O&M and CIP supplemental requests on both an ongoing and one-time basis, and projected ending balances if the requests are ultimately approved.

Attachment 1 provides a summary of the financial analysis of each of the funds impacted by the proposed appropriations in this report. This attachment provides the projected beginning available fund balance, proposed O&M revenues, expenditures, and ongoing and one-time requests by fund along with a projected ending balance if all the proposed items are approved. This summary level overview provides confidence that the various City funds can afford the requests being presented.

Attachment 2 provides a summary of supplemental budget requests broken down first by fund and then by category, and a detailed decision package for each new/supplemental O&M budget request. The decision packages provide the net budget impact for each fiscal year (expenditures less any savings or revenues anticipated because of the change), detailed information as to the funds/cost-centers impacted and the types of revenues or savings anticipated, a description of the request, a justification to support the request, alternatives considered, consequences of not funding, whether the item is mandated by a regulatory agency or is in furtherance of one of the City Council’s strategic plan initiatives.

Attachment 3 provides a summary of staff position requests or other labor-related requests from the decision packages to provide an at-a-glance total view of proposed changes to the Authorized Position List and staffing for the City.

Attachment 4 provides a detailed summary page for each capital project requesting new appropriations, along with a summary of new CIP requests by funding source. The detailed sheet includes the project number and name, responsible department and project manager information, the applicable Council strategic plan goal to which the project seeks to respond, the location and description of the project, financial information including project expenditure appropriations by fiscal year and the funding source for those expenses, as well as a justification, consequences of not funding, and alternatives considered for projects requesting new funding.

Attachment 5 provides a summary of budget requests proposing use of the City’s transactions and use tax measure funds (Measures K, E, V, and N) along with the decision packages, project detail pages, and the tax measure analyses providing information as to how the request fits within the allowable categories of use for these funds. Included in this attachment is a table for each tax measure showing the inception-to-date revenues, expenses by category, annual funding targets, and proposed budget requests under each category.

Attachment 6 provides the revised spending plan for the City’s American Recovery Plan Act (ARPA) funds compared to the spending plan initially approved by Council and includes notes as to the status of each project and when it is anticipated to be reported as “obligated” under the federal regulations.

Attachment 7 provides a listing of the requests not proposed to move forward at this time, with explanations for why they are not proposed as part of this two-year budget.

Attachment 8 provides a more detailed look at the General Fund proposed O&M appropriations and capacity prior to consideration of proposed budget requests.
593
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

The supplemental requests and capital project appropriation requests total approximately $51.6 million in overall City funding sources over the next two fiscal years, including $41 million in capital project funding, and leverage over $15.7 million in new grant funds and other external funding sources. The following chart provides a visual of total budget requests by type of request.

Given recent economic factors including inflation, fuel price volatility, reductions in personal spending (sales tax impacts), reductions in home prices and slowdown of the resale housing market, in addition to other impacts including expected increases in pension costs, this budget was a bit more difficult to develop. Initial projections showed a General Fund deficit before considering supplemental budget requests for FY 2024/25, primarily due to pension cost increases anticipated that year. Finance staff worked closely with departments to perform a detailed review of line-item budgets compared to historical revenue and spending for the General Fund and other major operating funds to align the O&M budgets with historical trends and eliminate unnecessary appropriations.

To balance the budget and to create additional capacity to fund Council strategic plan priorities mentioned earlier, the annual $1.0 million contribution to the General Facilities Fund was moved from the ongoing annual budget to the one-time budget, and the budget was updated to reflect the intention to draw down funds from the Other Post-Employment Benefits (OPEB) Section 115 trust to reimburse the City for its annual pay-go retiree health costs. The combination of these two changes reduced General Fund ongoing costs by $2.3 million annually.

Limited capacity in the General Fund continues to be an issue and the City has longstanding operational gaps that should be addressed first with the General Fund capacity that is available.

Based on these considerations, the City Manager and Finance Director gave the following high-level direction to departments in advance of the preparation of this budget:
 Any requests for ongoing General Funds should directly address a gap in one of the City’s operations departments, including the Police Department, Fire Department, Public Works Operations and Maintenance Department, and Parks and Recreation Department (specifically, in the Parks Maintenance Division).
 As appropriate and as funding is available, expenses for items currently funded under the General Fund should be directed to other funds in order to increase ongoing General Fund capacity.  Operations departments were asked to provide summary information on their current status and staffing levels, an assessment of where those levels should be to meet current needs in the city, and a projection of where staffing levels and other department resources need to be to meet projected growth needs. This information is being compiled and will be used to inform an update to the City’s General Fund CIP Requests (External/Grant Funding)
CIP Requests (City Funding Sources)
One-Time O&M Requests
Ongoing Requests
$- $5 $10 $15 $20 $25 $30
FY 2023/24 FY 2024/25
Budget Requests by Type
Millions
594
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Sustainability Strategy, which will provide the Council with recommendations that may include shifting or reducing General Fund expenses and increasing revenue to the City that could be used to address these operational gaps. An update on this strategy will provided to the Council with the consideration of the two-year budget adoption in June.

In furtherance of the effort to create General Fund capacity in order to address long-term operational gaps, this budget proposal includes a few measures to begin addressing this issue, including:
 The proposed budget includes additional shifting of tax measure eligible expenses to tax measure funds to create additional capacity in the General Fund for necessary expenses (pension increases), staff compensation and increased staffing.
 To create additional capacity in the General Fund and to better align position funding for certain positions paid by fees and other eligible sources, the positions in the Planning Division of the Community Development Department are proposed to shift back to the Community Development Fund during the term of this budget. These positions were shifted from the Community Development Fund to the General Fund several years ago as revenue from fees was not sufficient to support them, as at the time the pace of new development was still recovering from the Great Recession. Community Investment (Measure G) funds are typically used to fund part of the Planning Division position costs, and the rest of the division’s costs have been funded by General Fund. Over the past several years, the Community Development Fund has generated a significant fund balance and has sufficient revenues in most years to fully fund the Planning Division positions.
 Few ongoing requests are recommended for the General Fund, and the requests that are proposed were identified to be positions and other needs that directly address some of the operational gaps which will be discussed in more detail with Council in June. Any ongoing General Fund requests that did not propose to directly reduce operational gaps were either eliminated from consideration at this time or updated to utilize one-time funds and will be reconsidered by Council as an ongoing expense in future budget cycles, after the strategy to mitigate operational gaps is developed and implemented.

The sections below provide summary level information for the new requests by category and by fund, while the attachments provide the details related to each request. The Council is encouraged to review the balance of this staff report first for an overall summary of the proposed budget before reviewing the attachments.

Personnel/Labor Proposed Changes
Attachment 3 provides the details of all personnel-related budget requests. The requests are categorized by type, including employee benefits, new positions, reclassifications, extra help/part-time staffing, eliminated positions, and position funding allocation changes. Overall, the net ongoing personnel-related budget requests total $526,340 across all City funds, with an ongoing reduction in ongoing General Fund expenses of $907,692.

Employee Benefits
There are two requests related to employee benefits:
 Per Administrative Policy II-E-12 Cell Phone, the cell phone stipend is to be reevaluated every two years and it has not been reevaluated since 2018. IT conducted a survey of the most popular providers and single phone line data plans and recommends an increase in the smart phone stipend from $91 to $124; a proposed increase of $58,787 annually.
 The City Council has provided direction to add Cesar Chavez Day (March 31) and Juneteenth (June 19) as two city paid employee holidays. There is no outright cost for adding holidays since employees are paid the same, but holidays often require employees in departments that provide 24-hour service/operations to work overtime. The average cost of overtime incurred per holiday (based on comparing payroll in pay periods with holidays to pay periods without holidays) is $78,000 to the General Fund and $113,000 across all funds (including General Fund). As the City is looking to add two holidays the cost would be double: $156,000 to the General Fund and $226,000 across all funds (including General Fund). This request would not add an overtime budget at this time, but overtime costs incurred after adding the holidays will be evaluated and if additional overtime budget is needed, a supplemental appropriation for these costs will be requested at the mid-term budget update in June 2024. 595
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

New Position Requests
There are a total of twelve new position requests, proposed elimination of three positions, and proposed unfunding of two vacant positions, for a net increase of seven positions. Several of the new position requests are offset by reductions in contract and/or appropriations for part-time staff or partially funded by charges to capital projects or anticipated increases in fee revenues.

The Community Development and Capital Projects departments have requested to reinstate a modified version of the former Traffic Engineer/Manager position that was eliminated in 2017 due to a reorganization within the Public Works Department (now Capital Projects Department). The position is proposed to be reestablished to address the core tasks associated with traffic engineering including managing traffic operations and traffic congestion, traffic infrastructure (signals/systems/cameras), traffic control plans, speed surveys, and handling traffic analyses for development projects and capital projects. The position costs will be partially offset by charging to capital projects with the remaining cost proposed to be funded by Measure G, the Community Investment Fund. This fund is proposed because this position will be involved with the development and implementation of many infrastructure projects that are receiving funding from Measure G.

The Parks & Recreation department has requested the addition of four (4) new positions to address operational gaps in Parks Maintenance. Two Parks and Trails Groundskeeper positions are requested to provide necessary maintenance for newly constructed parks and trail facilities over the past several years, as staffing levels have not kept pace with the addition of new facilities. These positions will directly fill some of these operational gaps and are proposed to be funded by a combination of Measure E funds and General Fund. A Recreation Coordinator position is requested to provide additional support for the youth recreation programs and special events. This position will be funded by a combination of Measure K funds, special event fees, and savings from allocated budget towards Tier II extra help. Finally, a Landscape Inspector position is proposed which would aid in the maintenance and upkeep of the continually growing City landscapes and assist other departments with landscape plan check and landscape construction. The cost of this position would be funded by fee revenues and assessments collected in the Lighting & Landscape District and Community Facilities Districts.

Two new Road Maintenance Worker positions are requested by the Public Works Operations and Maintenance Department to fill existing operational gaps and provide much needed support to the road maintenance function, including pothole repairs, street maintenance, signs, weed abatement, illegal dumping, graffiti removal, street sweeping, and other streets and road related projects. These positions are proposed to be funded utilizing Gas Tax revenues collected in the Road Fund.

The Economic Development and Housing department is requesting an Administrative Analyst position to help manage the City’s EV charging program currently being implemented as well as to provide much needed support to the City’s rapidly growing and expanding parking program. This position will be partially funded through fees collected from the EV charging program as well as from increased parking fund revenues.

The Finance Department is requesting one new Administrative Analyst position to be dedicated to the Procurement and Contracting Division. This position will create additional capacity within the division to provide a higher level of service to departments who do not have adequate administrative support or expertise to keep up with the procurement and contracting needs of the department and related compliance with local, state and federal requirements. The position is proposed to be funded from savings from a reduction in professional services budget, elimination of allocated budget towards extra help, and savings from the proposed reorganization of the IT Division. The other positions are IT related positions and are described in the Information Technology Reorganization section below.

Unfunded Positions
The two Traffic Signal and Signs Division positions (Engineering Assistant III and Traffic Control and Lighting Technician I/II) are currently vacant and will remain so until such time the City may assess the proper staffing requirements to bring repairs and maintenance back in-house. There is a separate decision package request to fund an assessment of the Public Works Operations and Maintenance Department. The City currently utilizes a contract with Bear Electrical Services (BES) for maintenance, on-call repair, and emergency repair of the City's traffic signals, streetlights, and other flashing beacon notifications. When the two positions became vacant, full reliance on BES for all of the City's traffic signal, streetlight, and associated repairs and maintenance was necessitated. Staff has determined it is currently more effective to continue to outsource all traffic related repairs and maintenance until the assessment has been completed and staffing requirements for this function are fully understood, approved, and appropriately funded by City Council, so the positions which have been funded by the General Fund are proposed to remain unfilled at this time creating annual savings of $298,361. 596
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Proposed Reclassifications/Upgrades
Department heads may annually submit requests for reclassification studies for positions within their department in accordance with Administrative Policy II-E-16 - Reclassification Studies. The most recent process resulted in the recommended reclassification of five (5) existing and currently filled positions:
 Senior Program Manager to Parking Manager in the Economic Development and Housing Department.

This reclassification is recommended to account for the increased responsibility and oversight needed to continue to grow the City’s urban parking programs, especially the inventory management elements which are fundamental to the City achieving green-house gas reduction targets through shifts in sustainable development patterns in the Washington, Bridge, Grand Gateway, and Central Business Districts. The level of sophisticated expertise and experience required for both developing new program elements, oversight of complex public/private partnerships and agreements, design of Citywide policy and guidelines and overall management of revenues to ensure enterprise level funding is achieved speaks to the need for a Division Manager-level position. Additionally, the Administrative Analyst position requested in the Parking division would be overseen by the Parking Manager, further justifying the need for the reclassification. This position is fully funded by Measure G revenues with costs off-set by parking revenue. The impact of the proposed classification is $17,089 annually.  Community Investment Specialist to Jr./Assistant/Associate Community Investment Planner in the Economic Development and Housing Department. Reclassifications of the two Community Investment Specialist positions is recommended to support the increased demand for more complex and advanced work needing to be performed independently. This includes land use and environmental analysis; federal, state and other local grant program administration; preparing budgets and other technical reports for review by senior staff, Commissions, and City Council; and assisting in design and development of advanced plans and development agreements across all City departments. These positions are funded entirely by Measure G revenues. The impact of these two reclassifications is $32,953 annually.  Engineering Technician II to Engineering Assistant I/II in the Capital Projects Department. The purpose for this reclassification is to adjust the position to the demands of the department’s off-site inspection services provided for private and public projects. The elevated position will align with the level of work that is currently being conducted by the entire inspection services team, including this position, and will provide equity within the group and more accurately represent the work that is currently being conducted by this position. This position is funded by the General Fund which is regularly reimbursed by private and public projects for inspection work performed for those projects. The impact of the proposed reclassification is $4,702 annually.
 Secretary to Administrative Analyst in the Fire Department. This reclassification is recommended to support the various outreach and educational programs, including the Hazardous Materials, Weed Abatement, Homeland Security Grant, and CERT programs which this position manages which provide fire and life safety education for the community. This position is funded by the General Fund. The annual impact of this reclassification is $11,659.

Information Technology Division Reorganization
While the demands on the City’s Information Technology (IT) staff have increased dramatically over the past decade, IT’s staffing level, organizational structure and business practices have not re-aligned to meet this challenge. The IT division has undergone several impactful changes over the past year, including the loss of the former IT Manager and two Application Support Specialists. The division now has several vacant positions and a unique opportunity to reorganize to better serve the needs of the City’s departments without impacting existing employees. This reorganization proposes to eliminate the vacant Application Support Services positions and the vacant IT Manager position and utilize those funds to create classifications to better align the positions with the needs of the department. The IT Specialist classification is proposed to be revised to a series of I and II level positions, while the Application Support Specialist classification would change to a Technical Support Specialist I/II, and the IT Technician would be reclassified to Technical Support Specialist I. Two new IT Specialist I positions would be created from the two eliminated positions. The remaining savings from the eliminated positions will be used to fund additional contract assistance to supplement the in-house support and to partially fund the requested Administrative Analyst position in the Procurement and Contracting division of the Finance Department. As an internal service function, the costs of the IT Division are allocated to all City funds and cost centers based on the level of service cost allocation methodology.

Position Funding Changes
Several positions are proposed to be reallocated to other cost centers and funding sources, including:
597
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

 The Facility Maintenance Worker dedicated to the Recreation Center is currently paid out of the General Support Fund and ultimately funded by an interfund transfer from the General Fund. To create capacity in the General Fund, maintain Measure K funding for the Recreation Center, and to eliminate additional unnecessary transfers and accounting reconciliations, this position is proposed to be funded by Measure K. This change would shift $117,500 in cost annually from the General Fund to the Measure K fund.  The Real Property Manager was transferred from the Economic Development & Housing department to the Capital Projects Department earlier this year. At that time, the position remained funded by projects and Measure G funds given the heavy focus on properties purchased with Measure G funds. Going forward, this position is expected to provide real estate and asset management services to capital projects and all City owned properties. As such, the position fits better in the General Support Fund. This proposal will shift $185,132 in costs from the Measure G fund to the General Support Fund where a large portion of the position costs will ultimately be reimbursed by projects prior to allocating the remaining costs based on level of service provided.
 As mentioned earlier in the report, five Planning Division positions are proposed to transfer from the General Fund to the Community Development Fund.
 The Planning Technician position is currently housed in the Community Development Fund’s admin division. The fee revenues for work performed by this position are deposited in the Community Development Fund’s Planning Division. This position is proposed to transfer to the Planning Division cost center to appropriately fund the costs of the position with the revenues collected and to more appropriately align the position with its functional place within the department. There is no cost impact for this move.

The following charts show the ongoing annual net impact of the personnel-related requests by fund and the total proposed change in full-time employees by fund.

General Fund
Community Facilities Districts
Landscape & Lighting
Measure E Fund
Measure K Fund
Road Fund
General Support Fund
Parking Fund
Measure G Fund
Community Development Fund
Various/All Funds
$(1.5) $(1.0) $(0.5) $- $0.5 $1.0
Ongoing Annual Cost of Personnel Adjustments by Fund
Millions
598
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Operations & Maintenance Supplemental Budget Requests (Decision Packages) There is a total of $6.5 million in one-time O&M budget requests and $2.4 million in ongoing annual requests across all funds in the proposed budget, including the labor-related requests described in the previous section.

The largest category of requests is for equipment/vehicle purchase and replacements. These requests include new vehicles to support positions within the facility maintenance and storm drain maintenance functions, a replacement utility cart for the water treatment plant, a replacement front loader used for road maintenance activities, four replacement vehicles for Code Enforcement Officers, new and replacement large vehicles (vactor truck or similar) in the water, sewer, and storm drain maintenance funds, new and replacement park operations maintenance equipment, replacement mobile computer terminals for fire and police vehicles, and evidentiary camera system replacements for police department interview rooms, vehicles, and body-worn cameras.

Technology related requests total $931,800 one-time and $217,950 in ongoing costs across all funds and include network switch and router replacements for City facilities, online utility bill presentment system, online permitting systems, replacement timecard and travel systems, and upgrades/improvements to the City’s records management system.

Other ongoing requests include $1.6 million in ongoing annual expenses across all funds, including appropriations related to new City Council strategic priorities (implementation of a small business accelerator program, a cultural events fund, and funds for a strategic communications consultant and community outreach improvements), funds for an audio/visual redaction budget for the Police Department related to video public records act requests (PRAs), and a budget for the new real property management division to fund the management of vacant City properties, right of way acquisition, and other property related work not reimbursed by specific projects.

The table below provides a summary of O&M requests by category across all funds, and the following table provides the O&M requests by fund for the next two fiscal years. Attachment 2 provides a detail of O&M requests by category and by fund, as well as the detailed pages for each request, and the requests by fund are described below in the section for each fund.

General Fund
Community Facilities Districts
Measure E Fund
Measure K Fund
Road Fund
General Support Fund
Parking Fund
Community Development Fund
-8 -6 -4 -2 0 2 4 6
FTE Adjustments by Fund
599
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Personnel/Labor Related
Equipment/Vehicle
Technology Related
Other Ongoing Requests
Other One-Time Requests
$- $1 $1 $2 $2 $3 $3 $4 $4 $5
One-Time Ongoing
O&M Requests by Category
Millions
General Fund
General Support Fund
Budget Stabilization Fund
Community Investment Fund
One-Time General Fund
Measure K Fund
Measure E Fund
Measure N Fund
Special Revenue Funds
Utility Enterprise Funds
Other Funds
$(1) $(1) $- $1 $1 $2 $2 $3 $3 $4 $4
Ongoing O&M Requests One-Time O&M Requests
O&M Requests by Fund
Millions
600
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Capital Improvement Project (CIP) Budget Requests
There are thirty-two new capital improvement projects proposed, and new funding appropriations requested for twenty-six existing projects within the City’s Capital Improvement Program. The chart below shows the CIP requests by funding source, which highlights the fact that external grant funding is the primary single source of funding toward proposed capital projects over the next two years. The chart below that shows the breakdown of CIP projects by project type. Transportation projects represent the most funding at around $17.8 million (including grant funding), with park projects a close second at $16.9 million, and water system infrastructure projects third at $16.0 million for the two-year budget. Attachment 4 provides both a summary of CIP requests and a description for each project requesting new funding.

General Fund
General Facilities Fund
Road Funds
Measure E
Measure K
Measure N
Measure G
Enterprise Funds
Special Revenue
External/Grant Funding
$(4) $(3) $(2) $(1) $- $1 $2 $3 $4 $5 $6 $7 $8 $9 $10
FY 2023/24 FY 2024/25
CIP Requests by Funding Source
Millions
ECONOMIC DEVELOPMENT | GENERAL

MUNICIPAL FACILITIES

SEWER SYSTEM INFRASTRUCTURE

WATER SYSTEM INFRASTRUCTURE
UTILITIES | GENERAL UTILITY INFRASTRUCTURE
PARKS AND RECREATION | PARK IMPROVEMENTS

TRANSPORTATION
$(2) $- $2 $4 $6 $8 $10 $12 $14 $16 $18 $20
CIP by Project Category
Millions
601
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Park projects include $6.2 million in grants/other external funding and $10.7 million in City funding sources to implement projects like the Bryte Park Master Plan, the Westmore Oaks Playfield Improvement Project, and the Heritage Oaks Park Master Plan, while primarily City funds are proposed to implement a handful of other smaller park and recreation related facility improvement projects.

Transportation projects include the State Streets Pavement Rehabilitation project ($2.0 million from SB1 funds), $1.4 million in One-Time General Fund for the Marshall & Higgins Public Safety and Traffic Calming Improvement project, $4.65 million from a combination of Gas Tax, Measure E, Measure K and SB1 funds for a series of Arterial Street Pavement Repair and Neighborhood Road Preservation projects, and $3.1 million for bicycle, pedestrian, and trail projects.

There is $5 million in funding, including $4.0 million in grant funding, proposed for the Washington District Underground Utility Infrastructure Infill and Upgrade project and $16.0 million in water funds allocated to several projects to replace and upgrade critical infrastructure at the City’s only water treatment plant.

There are several smaller projects also proposed from a variety of funding sources. The full list and project detail sheets for each CIP project request are provided in Attachment 4.

Summary of Budget Impacts by Fund
The budget request summaries by fund provided below focus on new requests over the two-year budget period, and the impacts of those requests on the City’s various funding sources. The ongoing operation and maintenance budgets are not discussed in detail, as they are simply continuations of existing programs, services, and related appropriations that have been approved in prior budget reports with appropriate inflation built in. The “All Funds Summaries” included as Attachment 1 to this report provides the proposed O&M revenues and expenditures for each fund for each fiscal year and show that the funds are structurally balanced and able to fund the ongoing costs associated with existing programs and services.

General Fund (101 & 107)
Attachment 8 provides a summary of the General Fund O&M budget prior to considering budget requests. The General Fund expects revenues of $72.4 million to cover $72.2 million in expenses in the current fiscal year, leaving a slight surplus of $178,897 for the fiscal year ending June 30, 2023. Prior to considering any supplemental budget requests for FY 2023/24, the General Fund is anticipating revenues of $73.5 million (1% increase over current fiscal year) to fund expenses of $71.4 million (1% decrease in expenses from current year), leaving a projected surplus of $2.1 million. In FY 2024/25, the General Fund expects revenues of $75.6 million (3% increase) to fund expenses of $72.9 million (2% increase) for a net surplus of $2.8 million for the fiscal year.

Staff recommends retaining and utilizing this surplus to address gaps in operational departments as part of the General Fund Sustainability Strategy update that will be considered by the Council later this year.

The one-time fund balance in the General Fund prior to considering supplemental budget requests is $10.5 million.

The General Fund has total one-time requests of $8.3 million over the two fiscal year period, including $4.6 million in CIP project requests and $3.7 million in one-time O&M requests. True to the intent to create ongoing capacity within the General Fund for employee compensation, operational gaps, infrastructure maintenance, and other City Council Strategic Plan priorities, the budget proposals anticipate reducing annual general fund expenditures by $614,673 before revised cost allocation, freeing up capacity for other ongoing annual needs and operational gaps.

The one-time requests in the General Fund include funds for grant writing services, a contract to explore development of a Property Business Improvement District (PBID) and/or a Tourism Improvement District (TID) which is a Council adopted strategic plan priority for 2023, funds for the development of a management leadership academy for staff, funds for the Police Department to implement additional strategic recruitment efforts, replacement of the mobile computers in the Police Department and Fire Department vehicles, replacement of four vehicles over 15 years old in the Code Enforcement Division, replacement of Fire Department equipment, and implementation of a mobile maintenance management system for the Police Department. The largest one-time General Fund request is $2.4 million for a five-year contract to provide, service, and maintain the Police Department’s evidentiary camera systems, including in-car cameras, interview room cameras, and body cameras. This request is offset by ongoing savings of $150,000 annually and provides a single solution system for all necessary cameras as well as digital evidence storage that has the capability to provide integrated redaction and dictation services embedded into the system’s software. 602
FYs 2023/24 and 2024/25 Budget Workshop
May 17, 2023

Ongoing costs proposed in the General Fund include a net reduction of several positions that are proposed to be funded by other sources, two eliminated positions, three new positions (partially funded by General Fund), two position reclassifications and other labor related changes described earlier in the report. Other proposals in the ongoing General Fund include the Police Department’s evidentiary camera systems replacement, mobile MMS software, and audio/video redaction budget; increased legal budget in the Parks and Recreation department, and increased utility costs for the Recreation Center.

The net impact to the ongoing General Fund after approval of the proposed budget reductions/movements is an ongoing annual surplus of $2.4 million in FY 2023/24 and $3.2 million in FY 2024/25. The General Fund is expected to end the two-year budget with a balance of $5.7 million after funding one-time O&M and CIP requests, of which, $3.2 million would be available for ongoing expenses and $2.6 million would be available for one-time uses.

General Support Services Fund (104)
Total supplemental requests for the General Support Services fund are $1.3 million, including $351,625 in annual ongoing requests and $567,600 in one-time requests. One-time requests include $317,600 for network switch and router and wireless access point replacement, $45,000 for a new facility maintenance vehicle, $75,000 for improvements to the City’s records management system, and $80,000 for timecard and travel system replacements. Ongoing costs include $157,840 for a strategic communications consultant and community outreach improvements, $111,022 to fund O&M costs in the Real Property/Asset Management Division, $45,000 for timecard and travel system maintenance costs, $31,963 related to the new Administrative Analyst position in the Procurement & Contracting Division, and $5,800 in costs shifted from the General Fund for Hearing Officer expenses. Expenses in the General Support fund are allocated out to all City funds based on level of service provided with a little over half of those costs borne by the General Fund.

Community Investment Fund (Measure G) (106)
Total requests for the Measure G fund are $868,160, including $1.8 million in one-time CIP funding requests and savings of $475,791 annually due to the transfer of the Planning Division from the General Fund to the Community Development Fund and the elimination of the transfer from Measure G to fund a portion of the Planning Division costs, the addition of a Traffic Engineer position in Community Development, and the reclassification of two existing positions in the Economic Development and Housing Department. The largest CIP contribution requested is $1.0 million for the Port Area Infrastructure and Complete Streets project. Other projects with funding requests include Stone Lock Facility Maintenance ($464,785), 5th and C Street Garage Improvements ($447,000), North 5th Street Connectivity and Complete Street (PA&ED Phase) project ($155,000) and a couple of other smaller projects. The Measure G fund will have an ongoing annual surplus of just over $5.0 million and an ending balance of $8.8 million after funding the proposed requests.

Measure K Fund (108)
Total requests for the Measure K fund are $1.9 million, including $1.6 million in one-time costs and $172,841 in ongoing annual requests. $1.2 million is requested to fund four CIP projects, including annual on-call road repair projects, the Westmore Oaks Playfield Improvement Project, and a small project to upgrade the access control system at the Recreation Center. Measure K funds are also requested to fund $327,166 in Parks Operations maintenance equipment and a one-time contribution of $20,000 to the Yolo County Office of Education for Roadmap to the Future. Annual recurring appropriation requests include funding the Recreation Center’s Facility Maintenance Worker position, partial funding for a new Recreation Coordinator position for youth activities, and a small appropriation to increase broadband bandwidth at the Bridgeway Lakes Boathouse facility. The Measure K fund will have an annual surplus of $186,548 and an available fund balance of $532,320 after funding the proposed requests.

Measure E Fund (110)
Total requests for the Measure E fund are $3.7 million, including $3.4 million in one-time/CIP requests and $106,657 in recurring annual expenses to fund a new Trails Groundskeeper position, a portion of the costs for a strategic communications consultant and community outreach improvements, and parks operations maintenance equipment. A total of $1.0 million annually is requested to fund the Arterial Street Payment repair project and $1.0 million in the first budget year is proposed for the Neighborhood Pavement Preservation program. Small contributions are requested toward two other transportation projects and the interim housing facility repair project. The Measure E fund will have an annual operating surplus of $1.8 million and an available balance of $1.1 million after funding the requests in the proposed budget. 603
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Measure N Fund (111)
Total requests for the Measure N fund are $1.8 million, including $212,070 in one-time costs and $1.05 million annually to fund the Small Business Accelerator Program/Equitable Investment Strategy and to fund cultural events in the City. A total of $130,000 in one-time funds are proposed to provide a subsidy for the EV charging program for the two-year period, and $82,070 is requested for the Sidewalk & Transportation Equity Program (STEP). Measure N is expected to have an annual surplus of $1.6 million and an ending balance of $5.9 million after funding the proposed requests.

Road Fund (201)
Total appropriation requests for the Road Fund are $2.5 million, including $249,937 annually toward ongoing costs and $2.0 million of one-time expenses toward replacement of a front loader for the road fund, the Traffic Signal Centracs Controller Phase 2 Interconnect project, the Pavement Management System update, a new traffic calming project at Marshall & Higgins, traffic signal & Street light emergency repairs, and targeted traffic operations improvements. Ongoing expenses are for the two new Road Maintenance Worker positions requested. The Road fund is expected to have an annual surplus of $534,068 and an ending balance of $221,874 after funding the proposed requests.

SB1 Road Maintenance (203)
A total of $3.0 million in SB1 funds are requested toward the State Streets Road Rehabilitation Project and the Neighborhood Pavement Preservation Program. These requests are anticipated to use most of the SB1 fund balance, leaving a projected balance of $157,942 at the end of the two fiscal years.

Traffic Improvement Fund (205)
There is $913,678 in TIF funds requested toward five projects in the CIP, including the West Capitol Avenue Regional Connection Bike/Ped Safety Improvements project, the Traffic Management & Operations Program, 2024 Citywide Traffic Data Collection Program, Citywide VMT Mitigation Fee Program, and the Lake Road Electrified Mobility Hub project. The TIF fund is projected to have a balance of $7.0 million after funding these requests, not including any new revenues received during the next two fiscal years.

General Facilities Fund (208)
Total requests for the General Facilities Fund are $426,500 to fund five facility maintenance projects, including the Community Center-South Entrance Enclosure Design, Police Department Access Control System Upgrade project, Fire Station 44 Repairs, Fire Station 42 Perimeter Fence Replacement, and City Facilities Minor Improvements projects. This fund is expected to have an ending balance of $3.0 million after funding the current budget requests.

Park Improvement Fund (211)
A total of $9.0 million in Park Impact Fee funds are proposed for the two-year budget to fund six projects, including $2.4 million toward the Westmore Oaks Playfield Improvement Project, $3.0 million each toward the Heritage Oaks Park and Bryte Park Master Plan projects, and $400,000 for the Westacre Park Renovation and Expansion project. This fund is expected to have an ending balance of $2.6 million after funding the proposed appropriations, before accounting for revenues that may be received over the next two fiscal years.

Tree Mitigation Fund (212)
A total of $26,493 in Tree Mitigation funds are proposed for the two-year budget, including one-time funding toward the landscape inspector position and $5,000 annually toward the fund’s legal costs. This fund does not have regular recurring revenues but does have sufficient fund balance to fund the proposed requests.

Lighting & Landscape Fund (213)
A total of $50,323 is requested in the L&L fund, including funding toward the landscape inspector position and one-time funding toward a retired annuitant position. This fund is subsidized by the Measure K fund since L&L revenues are insufficient to cover expenses, so any requests here will ultimately be funded by the Measure K fund.

Stormwater Maintenance Fund (215)
There are two requests for one-time appropriations in the Stormwater Maintenance Fund: one for $78,000 for the purchase and upfitting of a vehicle for the stormwater maintenance workers and the other for $90,000 to rent a vactor or similar vehicle for this function until such time one may be purchased and delivered. An annual appropriation of $42,500 is requested to fund lease financing for this purchase. This fund receives approximately $12,000 annually in assessment revenues and the difference between those revenues and annual expenses are funded through a transfer from the Budget Stabilization Fund from Waste Management franchise revenues, of 604
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which the City receives approximately $1.2 million per year. The two-year budget assumes annual transfers of approximately $900,000. This amount would increase by $138,000 in year 1 and $72,500 in year 2 if the proposed requests are funded.

Parking Fund (219)
The Parking Fund includes two requests for ongoing appropriations, including the upgrade of the Senior Program Manager position to Parking Manager and the addition of a new Analyst level position to manage the EV charging program and support the parking program. These requests are anticipated to have additional cost of $34,755 in the first year and savings in the second year of the budget. This fund is currently in an annual deficit position, which was expected while the urban parking program was developed and implemented until revenues grow to a level to cover or exceed costs. The fund has available fund balance to fund the short-term deficit and is expected to have revenues in excess of expenses (annual surplus) beginning in FY 2025/26. The fund balance is projected to end at $1.8 million at the end of the two-year budget period.

Technology Fees (221)
In accordance with the adopted Book of Fees, a Technology Fee of 8 percent is charged on certain plan check, plan review, and permitting transactions charged through the City’s permitting software, Accela, for a maximum of $1,600 per transaction. The funds collected from this charge are deposited into the Technology Fee fund to be used for permit document scanning costs, expansion of the e-government and GIS programs, permitting software, and related operating and maintenance costs. There are two requests for use of Technology Fee funds:
the first is for $66,550 in ongoing annual funds for the GIS contract maintenance costs, and the other is $80,000 in one-time funds for Acella (permitting software) upgrades and modifications. This fund is anticipated to have an annual surplus of $32,769 and an ending balance of $695,264 after funding the proposed requests.

Lighting & Landscaping CFD Fund (269)
The City administers several Community Facilities Districts (CFDs) which provide maintenance for certain lighting and landscaping improvements within the boundaries of the CFD. Annually, the budgets are developed to determine the amount of increase necessary to continue to fund the improvements, within the limitations of allowed inflation for the assessments (4 percent annually). Maintenance budgets are limited to the amount of assessment revenues the City expects to receive for those services. There is a total of $187,813 in requests against the CFD assessment revenues for the two-year budget, including $165,068 in ongoing annual expenses to fund expenses related to a Landscape Inspector position and $22,745 in one-time funds toward retired annuitant support. As there are limited revenues in this fund, any increase in costs for one purpose would reduce the funds available for contract maintenance support. Staff proposes that transferring budget from contract services to the Landscape Inspector position will be manageable within the annual assessment revenues and will provide greater value to the residents within the CFD areas.

Public Art Fund (271)
The Public Art fund has a single request for $5,000 in funds for a public art installation project near Fire Station

41. The Public Art Fund will have a balance of $43,529 available at the end of the two-year period, not including any potential revenues received over the next two years.

Sewer Fund (501/502)
Appropriation requests for the Sewer Funds total $2.1 million, including $1.9 million in CIP requests, $110,000 in one-time O&M requests, and $55,569 in ongoing requests. CIP requests include $2.0 million toward the South Sewer Lift Station Rehabilitation/Replacement project, $500,000 toward the Westmore Oaks Neighborhood Sewer System Rehabilitation Project, and $500,000 toward Major Sewer System Emergency Repairs. One-time O&M requests include $90,000 toward a rental budget for a vactor truck while a vactor is purchased/delivered.

In year 2 going forward, $42,500 annually is requested to fund lease financing for the new equipment. The Sewer Funds are expected to end the biennial budget period with an available balance of $2.3 million.

Water Fund (506/507)
The Water Funds have total appropriation requests of $17.1 million over the two-year budget period, including $16.6 million in CIP requests, $380,000 in one-time O&M requests, and $140,468 annually in ongoing requests.

CIP requests include several million toward improvements, replacement costs, and repairs at the City’s only water treatment plant and $5.0 million toward the water meter upgrade and replacement project. The one-time funds are requested to fund the replacement/purchase of a vactor truck, implementation of an online utility billing software, replacement of the utility cart at the water treatment plant, and a cross connection survey and assessment. Additionally, $140,468 annually is requested to fund a mulch for grass program (water conservation), annual lease financing costs for replacement of the vactor truck, and the annual maintenance 605
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costs for the online utility bill program. The Water Funds are expected to end the biennial budget period with an available balance of $15.0 million.

Refuse Fund (511)
Total requests for the Refuse Fund are $110,000, including $90,000 in one-time costs to fund a route review study for SB1383 (food waste diversion) compliance and the online utility bill system implementation and $10,000 in total ongoing costs annual maintenance costs of the billing system. The fund balance for the Refuse Fund at the end of the two-year period is anticipated to be $5.9 million.

Public Works Administration Fund (610)
The Public Works Administration Fund costs are allocated out among the Public Works funds: water, sewer, road maintenance, and fleet and facility maintenance. This fund has requests totaling $161,448 over the twoyear budget period, including $150,000 in one-time requests to fund a department assessment to determine gaps, best practices, and appropriate staffing levels, and $5,724 in ongoing annual requests related to the increase to the cell phone stipend for employees of that department.

Community Development Fund (650)
The Community Development Fund has requests totaling $2.4 million over the two-year budget period, including $294,200 in one-time requests and $1.1 million in ongoing annual requests. The one-time requests include enhancements and fixes to the City’s permitting system (Accela) as well as one-time costs associated with the implementation of an online permitting and development customer service portal. Ongoing requests include the transfer of the Planning Division to the Community Development Fund. This fund is anticipated to have an ending balance of $5.2 million at the end of the two-year period. An appropriate reserve level for this fund is also being determined.

American Rescue Plan Federal COVID Relief Funds
Congress has allocated Coronavirus Local Fiscal Recovery Funds to all cities in California through the American Rescue Plan adopted in 2021. The City of West Sacramento was allocated just under $11.8 million in ARPA funds which were received in two equal tranches in May 2021 and May 2022. These funds were intended to cover eligible pandemic related expenses, lost revenues based on the calculation methodology included in the Interim Final Guidance released by the U.S. Treasury in 2021, and certain water, sewer, and broadband related infrastructure projects. The Interim Guidance stated that eligible funds must be spent by December 31, 2024.

Initial revenue loss calculations showed over $25.3 million in revenues lost in the General Fund between FY 2019/20 and FY 2021/22; however, the Interim Guidance required all City revenues to be included in that calculation and since the City received millions in restricted impact fee revenues from several development projects as well as revenues from the newly adopted sales tax measure, Measure N, during that timeframe, the official calculation showed no actual revenue loss.

In January 2022, U.S. Treasury released Final Guidance which did not change the revenue loss calculation, but which allowed for every agency allocated ARPA funds to use the first $10 million, or their lost revenue calculation, whichever is greater, toward general government purposes. That guidance also revised the spending timeframe and provided that funds must be “obligated” by December 31, 2024 and fully expended by December 31, 2026.

The federal definition of “obligated” is that funds must be encumbered by contract, order, or subaward or otherwise legally required to be paid to a third party.

The City Council adopted the initial ARPA spending plan in July 2022. That spending plan assumed the use of $2.6 million toward the purchase of a second motel to convert to interim homeless housing similar to the previous project at the Rodeway Inn under Project Home key, in addition to $8.6 million for infrastructure projects, including Bryte Park improvements, improvements at the Police Department and Fire Station 45, replacement of the City Hall HVAC system after a catastrophic failure of the system in early June 2022, and the second phase of the Corp Yard transition project, along with $100,000 toward Self-Contained Breathing Apparatus for firefighters and subawards to two nonprofit agencies for a Mobile Food Market and a Welcome Baby program.

Shortly after the ARPA spending plan was adopted by Council, discussions began at the federal level to claw back unobligated funds. While the funds were appropriated or budgeted for specific uses, they are not considered “obligated” until a contract or order is in place to pay a vendor, or a subaward in place with a nonprofit or other organization. Given that the federal procurement process is extremely cumbersome, it has taken some time to get these funds obligated. Also, since some of the projects required design first, the construction portion of the funds would not be obligated until after designs are complete and another federally compliant solicitation process completed for the project’s construction phase. The Corp Yard project, for one, was bid out once unsuccessfully and required adjustments to the scope and another competitive solicitation before ARPA funds could be 606
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obligated. Additionally, the federal requirements for purchasing a motel would have required months of additional work before that transaction could be completed, and the homeless population housed under the County’s Project Room Key program were subject to a lease that was going to expire before the new motel could be purchased. For these reasons, the ARPA spending plan has been amended. The motel purchase was approved by Council earlier this year using local funds (General Fund and Measure E funds) to ensure that transaction could be closed by June 2023 so the individuals housed under the County’s Project Room Key program may be transitioned to new housing before the County’s lease expires. To utilize the $2.6 million in ARPA funds no longer allocated to the motel purchase, the Council approved two new positions dedicated to the Project Home Key facilities for property management and facility maintenance which are considered “obligated” now that the positions are hired. In order to show funds expended, the one-time MOU bonuses approved by Council since February 2022 were also funded using ARPA funds and have been reported as spent in the last quarterly federal reporting.

In addition to the City’s intention to use ARPA funds for the Bryte Park project, the City was awarded ARPA funds from the County toward the Bryte Park project. Those funds have the same spending deadline as City funds, so to avoid running into issues meeting that spending deadline for both the City and County ARPA funds, the allocation of City ARPA funds to the Bryte Park project has been replaced with other local funding and additional ARPA funds have been allocated to the HVAC replacement project which is anticipated to be obligated in the next few weeks and fully spent in the next year. Attachment 6 provides the revised ARPA spending plan compared to the originally approved plan, along with notes as to when the projects should be reported as “obligated” in accordance with the federal definition provided in the Uniform Guidance.

There were a small handful of budget requests that are not included in the proposed budget before Council for feedback tonight. Attachment 7 provides a listing of those requests with notes to provide an explanation for why those requests are not proposed at this time.

Overall, the proposed budget reflects the direction provided by city management to department heads and provides for a balanced approach that begins to address the City’s operational gaps.

Next Steps
Upon receiving the City Council's direction on the proposed O&M and CIP budgets, staff will make the necessary changes to the proposed budget and return to the Council on June 28 for final approval of the FY 2023/24 and FY 2024/25 budgets.

Environmental Considerations
This action is not a project that is subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines §§ 15060(c), 15378(a).)
Commission Recommendation
Not applicable
Strategic Plan Integration
The City’s mission includes a City government that is financially sound and provides quality services to its residents and visitors. The adoption of a balanced budget that provides necessary services to the community furthers this overall goal.

Alternatives
Not applicable
Coordination and Review
This information in this report was coordinated with each City department throughout the budget development process, including through department head participation in the Budget Committee meeting to review, evaluate and prioritize all new appropriation requests. The final report was coordinated with and reviewed by the City Manager.

Budget/Cost Impact
As this is a budget workshop, there are no budget impacts at this time. Staff will return in June with the final proposed O&M and CIP budgets for Council consideration based on the feedback and policy direction provided by Council at this workshop. The potential budget impacts by fund for the appropriations requested for the next two fiscal years are summarized in Attachment 1 to this report. 607
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ATTACHMENTS

1. Summary, All Funds

2. Decision Package Summary and Detail Pages

3. Position Related Proposals

4. CIP Summary and Detailed Project Pages

5. Tax Measure Analyses and Long-Term Models (K, V, E, N)

6. ARPA Revised Spending Plan

7. Budget Requests Not Proposed for Consideration

8. General Fund Summary
608
ATTACHMENT 1 - SUMMARY OF BUDGET REQUESTS BY FUND
Fund Fund Name Ongoing Requests
One-Time
Decision Package
Requests
One-Time CIP
Requests Total Requests Ongoing Requests
One-Time
Decision Package
Requests
One-Time CIP
Requests Total Requests Total
101 General Fund $ (702,095) $ 1,404 $ - $ (700,691) $ (614,673) $ 404 $ - $ (614,269) $ (1,314,960) 104 General Support Srv Fund $ 362,442 $ 567,600 $ - $ 930,042 $ 371,126 $ - $ - $ 371,126 $ 1,301,168 105 Budget Stabilization Fund $ - $ 138,000 $ - $ 138,000 $ 42,500 $ 30,000 $ - $ 72,500 $ 210,500 106 Gen Special Purpose C.I. Fund $ (450,689) $ 7,800 $ 516,840 $ 73,951 $ (475,791) $ - $ 1,270,000 $ 794,209 $ 868,160 107 Gen One-Time Money Fund $ - $ 3,253,892 $ 4,078,267 $ 7,332,159 $ - $ 440,000 $ 550,000 $ 990,000 $ 8,322,159 108 Measure K (Sales Tax) Fund $ 166,199 $ 347,166 $ 539,200 $ 1,052,565 $ 172,841 $ - $ 696,600 $ 869,441 $ 1,922,006 109 Measure V Fund $ - $ - $ - $ - $ - $ - $ - $ - $ -
110 Measure E Fund $ 104,027 $ 215,059 $ 2,176,000 $ 2,495,085 $ 106,657 $ - $ 1,055,600 $ 1,162,257 $ 3,657,342 111 Measure N Fund $ 550,000 $ 65,000 $ 82,070 $ 697,070 $ 1,050,000 $ 65,000 $ - $ 1,115,000 $ 1,812,070 201 Road Fund $ 239,580 $ 260,200 $ 583,000 $ 1,082,780 $ 249,937 $ - $ 1,200,000 $ 1,449,937 $ 2,532,717 202 Transit Fund $ - $ - $ - $ - $ - $ - $ - $ - $ -
203 SB1-State Road Main&Rehab $ - $ - $ 1,000,000 $ 1,000,000 $ - $ - $ 2,000,000 $ 2,000,000 $ 3,000,000 205 Traffic Improvement Fund $ - $ - $ 340,578 $ 340,578 $ - $ - $ 573,100 $ 573,100 $ 913,678 207 General Equipment Fund $ 28,000 $ - $ - $ 28,000 $ 28,000 $ - $ - $ 28,000 $ 56,000 208 General Facilities Fund $ - $ - $ 376,500 $ 376,500 $ - $ - $ 50,000 $ 50,000 $ 426,500 211 Park Improvement Fund $ - $ - $ 550,000 $ 550,000 $ - $ - $ 8,400,000 $ 8,400,000 $ 8,950,000 212 Tree Mitigation Fund $ 5,000 $ 8,246 $ - $ 13,246 $ 5,000 $ 8,246 $ - $ 13,246 $ 26,493 213 Landscaping & Lighting AD's $ 20,160 $ 4,581 $ - $ 24,741 $ 21,000 $ 4,581 $ - $ 25,581 $ 50,323 215 Storm Water Maint. Fund $ 495 $ - $ - $ 495 $ 495 $ - $ - $ 495 $ 990 219 Parking Improvement Fund $ 34,755 $ - $ - $ 34,755 $ (745) $ - $ - $ (745) $ 34,009 221 Technology Impact Fees $ 60,500 $ 30,000 $ - $ 90,500 $ 66,550 $ 50,000 $ - $ 116,550 $ 207,050 254 Parks & Community Svcs Grant $ 396 $ - $ - $ 396 $ 396 $ - $ - $ 396 $ 792 269-9176 CFD A-Gateway Services $ 3,326 $ 672 $ - $ 3,998 $ 3,465 $ 672 $ - $ 4,137 $ 8,135 269-9177 CFD B-Newport Estates Services $ 6,854 $ 1,159 $ - $ 8,013 $ 7,140 $ 1,159 $ - $ 8,299 $ 16,313 269-9178 CFD C-Bridgeway Island Service $ 14,414 $ 2,214 $ - $ 16,628 $ 15,015 $ 2,214 $ - $ 17,229 $ 33,857 269-9179 CFD D-Southport Indust Park Sr $ 10,599 $ 1,696 $ - $ 12,295 $ 11,027 $ 1,696 $ - $ 12,723 $ 25,018 269-9180 CFD E-The Classics Services $ 2,923 $ 412 $ - $ 3,335 $ 3,045 $ 412 $ - $ 3,457 $ 6,792 269-9181 CFD F-Pheasant Hollow Services $ 1,714 $ 195 $ - $ 1,909 $ 1,785 $ 195 $ - $ 1,980 $ 3,888 269-9182 CFD G-Gateway, Unit 4 Services $ 605 $ 54 $ - $ 659 $ 630 $ 54 $ - $ 684 $ 1,343 269-9183 CFD H-Bridgeway Lakes I Srvs $ 14,717 $ 2,184 $ - $ 16,901 $ 15,330 $ 2,184 $ - $ 17,514 $ 34,415 269-9184 CFD I-River Ranch Services $ 2,016 $ 621 $ - $ 2,637 $ 2,100 $ 621 $ - $ 2,721 $ 5,359 269-9185 CFD J-Parella Services $ 3,326 $ 111 $ - $ 3,437 $ 3,465 $ 111 $ - $ 3,576 $ 7,013 269-9186 CFD K-River Walk Park $ 4,334 $ - $ - $ 4,334 $ 4,515 $ - $ - $ 4,515 $ 8,849 269-9187 CFD L-Newport Grove Services $ - $ - $ - $ - $ - $ - $ - $ - $ - 269-9188 CFD M-The Rivers Services $ 3,125 $ 519 $ - $ 3,644 $ 3,255 $ 519 $ - $ 3,774 $ 7,418 269-9189 CFD N-Parlin Ranch Services $ 5,040 $ 539 $ - $ 5,579 $ 5,250 $ 539 $ - $ 5,789 $ 11,368 269-9192 CFD O-Linden South Services $ 706 $ 326 $ - $ 1,032 $ 735 $ 326 $ - $ 1,061 $ 2,093 269-9193 CFD P-Ironworks Services $ 1,714 $ 332 $ - $ 2,046 $ 1,785 $ 332 $ - $ 2,117 $ 4,162 269-9194 CFD R - Bridge District $ 4,939 $ 284 $ - $ 5,223 $ 5,145 $ 284 $ - $ 5,429 $ 10,653 269-9195 CFD S - Port Towne $ 504 $ 54 $ - $ 558 $ 525 $ 54 $ - $ 579 $ 1,137 271 Public Art Fund $ - $ - $ 5,000 $ 5,000 $ - $ - $ - $ - $ 5,000 286 Development Trust Fund $ - $ - $ (500,000) $ (500,000) $ - $ - $ - $ - $ (500,000) 405 Bridge District CIP $ - $ - $ (19,607) $ (19,607) $ - $ - $ - $ - $ (19,607) 501 Sewer Operating Fund $ 13,069 $ 80,000 $ 70,000 $ 163,069 $ 55,569 $ 30,000 $ - $ 85,569 $ 248,638 502 Sewer Capital Projects Fund $ - $ - $ 944,000 $ 944,000 $ - $ - $ 930,000 $ 930,000 $ 1,874,000 506 Water Operating Fund $ 51,823 $ 350,000 $ 4,100,000 $ 4,501,823 $ 140,468 $ 30,000 $ 2,945,000 $ 3,115,468 $ 7,617,291 507 Water Capital Projects Fund $ - $ - $ 2,300,000 $ 2,300,000 $ - $ - $ 7,230,000 $ 7,230,000 $ 9,530,000 511 Refuse Operating Fund $ 10,000 $ 55,000 $ - $ 65,000 $ 10,000 $ 35,000 $ - $ 45,000 $ 110,000 610 Public Works Support Services $ 5,724 $ 150,000 $ - $ 155,724 $ 5,724 $ - $ - $ 5,724 $ 161,448 650 Comm. Dev. Support Services $ 1,025,633 $ 213,700 $ - $ 1,239,333 $ 1,106,498 $ 80,500 $ - $ 1,186,998 $ 2,426,331 652 W S Flood Support Fund $ 396 $ - $ - $ 396 $ 396 $ - $ - $ 396 $ 792 653 Environmental Svcs&Sustanabili $ 1,980 $ - $ - $ 1,980 $ 1,980 $ - $ - $ 1,980 $ 3,960 TOTAL $ 1,608,250 $ 5,759,020 $ 14,088,119 $ 21,455,389 $ 2,428,139 $ 785,104 $ 26,900,300 $ 30,113,543 $ 51,568,932 FY 2023/24 (YEAR 1) FY 2024/25 (YEAR 2)
ATTACHMENT 1 - SUMMARY, ALL FUNDS
609
ATTACHMENT 1 - FY 2023/24 ALL FUNDS SUMMARY
Fund Fund Name
Projected
Available Balance
7/1/2023
FY 2023/24
Revenues
FY 2023/24
Expenses
Annual Surplus/
(Deficit) Ongoing Requests
One-Time
Decision Package
Requests
One-Time CIP
Requests
Projected Ending
Balance
6/30/2024*
101 General Fund $ - $ 73,498,071 $ 71,368,826 $ 2,129,245 $ (702,095) $ 1,404 $ - $ 2,424,378 104 General Support Srv Fund $ 122,304 $ 16,765,099 $ 16,768,477 $ (3,378) $ 362,442 $ 567,600 $ - $ - 105 Budget Stabilization Fund $ 2,441,449 $ 892,737 $ 892,737 $ - $ - $ 138,000 $ - $ 2,303,449 106 Gen Special Purpose C.I. Fund $ 567,497 $ 9,144,307 $ 4,631,335 $ 4,512,972 $ (450,689) $ 7,800 $ 516,840 $ 5,006,518 107 Gen One-Time Money Fund $ 10,452,836 $ - $ 1,000,000 $ (1,000,000) $ - $ 3,253,892 $ 4,078,267 $ 2,120,677 108 Measure K (Sales Tax) Fund $ 1,739,169 $ 5,257,468 $ 4,901,700 $ 355,768 $ 166,199 $ 347,166 $ 539,200 $ 1,042,372 109 Measure V Fund $ 10,221,561 $ 5,257,468 $ 225,000 $ 5,032,468 $ - $ - $ - $ 15,254,029 110 Measure E Fund $ 1,101,869 $ 5,296,070 $ 3,442,579 $ 1,853,491 $ 104,027 $ 215,059 $ 2,176,000 $ 460,274 111 Measure N Fund $ 2,506,303 $ 5,495,200 $ 2,951,934 $ 2,543,266 $ 550,000 $ 65,000 $ 82,070 $ 4,352,499 201 Road Fund $ 1,178,911 $ 2,061,755 $ 1,270,079 $ 791,675 $ 239,580 $ 260,200 $ 583,000 $ 887,806 203 SB1-State Road Main&Rehab $ 545,656 $ 1,306,143 $ - $ 1,306,143 $ - $ - $ 1,000,000 $ 851,799 205 Traffic Improvement Fund $ 7,866,602 $ - $ - $ - $ - $ - $ 340,578 $ 7,526,024 207 General Equipment Fund $ 4,255,185 $ 670,600 $ 682,940 $ (12,340) $ 28,000 $ - $ - $ 4,214,845 208 General Facilities Fund $ 1,468,744 $ 1,000,000 $ - $ 1,000,000 $ - $ - $ 376,500 $ 2,092,244 211 Park Improvement Fund $ 11,584,492 $ - $ - $ - $ - $ - $ 550,000 $ 11,034,492 212 Tree Mitigation Fund $ 349,404 $ 1,500 $ 18,267 $ (16,767) $ 5,000 $ 8,246 $ - $ 319,391 213 Landscaping & Lighting AD's $ 78,096 $ 1,392,910 $ 1,317,355 $ 75,555 $ 20,160 $ 4,581 $ - $ 128,910 215 Storm Water Maint. Fund $ 152,877 $ 905,237 $ 837,219 $ 68,018 $ 495 $ - $ - $ 220,400 218 Disaster Relief Fund $ 2,014,655 $ - $ 1,089,088 $ (1,089,088) $ - $ - $ (3,053,729) $ 3,979,296 219 Parking Improvement Fund $ 2,346,056 $ 500,000 $ 761,483 $ (261,483) $ 34,755 $ - $ - $ 2,049,819 221 Technology Impact Fees $ 703,680 $ 100,000 $ 685 $ 99,315 $ 60,500 $ 30,000 $ - $ 712,495 254 Parks & Community Svcs Grant $ 899,734 $ 1,316,804 $ 1,119,151 $ 197,653 $ 396 $ - $ - $ 1,096,991 269-9176 CFD A-Gateway Services $ 438,734 $ 161,035 $ 157,709 $ 3,326 $ 3,326 $ 672 $ - $ 438,062 269-9177 CFD B-Newport Estates Services $ 1,196,095 $ 368,236 $ 361,382 $ 6,854 $ 6,854 $ 1,159 $ - $ 1,194,936 269-9178 CFD C-Bridgeway Island Service $ 842,696 $ 697,342 $ 682,928 $ 14,414 $ 14,414 $ 2,214 $ - $ 840,482 269-9179 CFD D-Southport Indust Park Sr $ 2,020,064 $ 440,139 $ 429,540 $ 10,599 $ 10,599 $ 1,696 $ - $ 2,018,368 269-9180 CFD E-The Classics Services $ 621,754 $ 143,193 $ 140,270 $ 2,923 $ 2,923 $ 412 $ - $ 621,342 269-9181 CFD F-Pheasant Hollow Services $ 238,578 $ 84,859 $ 83,145 $ 1,714 $ 1,714 $ 195 $ - $ 238,383 269-9182 CFD G-Gateway, Unit 4 Services $ - $ 29,284 $ 28,679 $ 605 $ 605 $ - $ - $ - 269-9183 CFD H-Bridgeway Lakes I Srvs $ 706,891 $ 711,746 $ 697,029 $ 14,717 $ 14,717 $ 2,184 $ - $ 704,707 269-9184 CFD I-River Ranch Services $ 402,389 $ 99,541 $ 97,525 $ 2,016 $ 2,016 $ 621 $ - $ 401,768 269-9185 CFD J-Parella Services $ 613,411 $ 155,351 $ 152,025 $ 3,326 $ 3,326 $ 111 $ - $ 613,300 269-9186 CFD K-River Walk Park $ 1,052,178 $ 195,409 $ 191,075 $ 4,334 $ 4,334 $ 54 $ - $ 1,052,124 269-9188 CFD M-The Rivers Services $ 220,950 $ 176,067 $ 172,942 $ 3,125 $ 3,125 $ 519 $ - $ 220,431 269-9189 CFD N-Parlin Ranch Services $ 1,487,750 $ 215,017 $ 209,977 $ 5,040 $ 5,040 $ 539 $ - $ 1,487,211 269-9192 CFD O-Linden South Services $ 139,482 $ 35,855 $ 35,149 $ 706 $ 706 $ 326 $ - $ 139,156 269-9193 CFD P-Ironworks Services $ 312,670 $ 81,591 $ 79,877 $ 1,714 $ 1,714 $ 332 $ - $ 312,338 269-9194 CFD R - Bridge District $ 1,019,467 $ 244,175 $ 239,236 $ 4,939 $ 4,939 $ 284 $ - $ 1,019,183 269-9195 CFD S - Port Towne $ 75,230 $ 26,658 $ 26,154 $ 504 $ 504 $ 54 $ - $ 75,176 271 Public Art Fund $ 48,954 $ - $ 209 $ (209) $ - $ - $ 5,000 $ 43,745 286 Development Trust Fund $ 852,651 $ 400,000 $ - $ 400,000 $ - $ - $ (500,000) $ 1,752,651 405 Bridge District CIP $ 9,181,039 $ - $ - $ - $ - $ - $ (19,607) $ 9,200,646 501 Sewer Operating Fund $ 637,525 $ 3,174,372 $ 3,077,607 $ 96,765 $ 13,069 $ 80,000 $ 70,000 $ 610,746 502 Sewer Capital Projects Fund $ 1,979,569 $ 1,178,887 $ 350,280 $ 828,607 $ - $ - $ 944,000 $ 1,864,176 506 Water Operating Fund $ 6,145,910 $ 10,500,403 $ 8,466,908 $ 2,033,495 $ 51,823 $ 350,000 $ 4,100,000 $ 3,764,537 507 Water Capital Projects Fund $ 9,590,006 $ 7,736,532 $ 1,482,415 $ 6,254,117 $ - $ - $ 2,300,000 $ 13,544,123 511 Refuse Operating Fund $ 5,936,302 $ 11,266,037 $ 11,218,101 $ 47,936 $ 10,000 $ 55,000 $ - $ 5,919,238 610 Public Works Support Services $ - $ 851,200 $ 851,200 $ - $ 5,724 $ 150,000 $ - $ - 650 Comm. Dev. Support Services $ 7,996,961 $ 5,164,389 $ 5,378,622 $ (214,233) $ 1,025,633 $ 213,700 $ - $ 6,543,395 652 W S Flood Support Fund $ - $ 1,373,766 $ 1,373,766 $ - $ 396 $ - $ - $ - 653 Environmental Svcs&Sustanabili $ - $ 926,276 $ 926,276 $ - $ 1,980 $ - $ - $ - * Projected, after cost allocation of budget requests from internal service funds.

ATTACHMENT 1 - SUMMARY, ALL FUNDS
610
ATTACHMENT 1 - FY 2024/25 ALL FUNDS SUMMARY
Fund Fund Name
Projected
Available Balance
7/1/2024
FY 2024/25
Revenues
FY 2024/25
Expenses
Annual Surplus/
(Deficit) Ongoing Requests
One-Time
Decision Package
Requests
One-Time CIP
Requests
Projected Ending
Balance
6/30/2025*
101 General Fund $ 2,424,378 $ 75,619,221 $ 72,864,600 $ 2,754,621 $ (615,111) $ 404 $ - $ 5,603,290 104 General Support Srv Fund $ - $ 17,080,018 $ 17,089,724 $ (9,706) $ 371,126 $ - $ - $ - 105 Budget Stabilization Fund $ 2,303,449 $ 937,374 $ 937,374 $ - $ 42,500 $ 30,000 $ - $ 2,230,949 106 Gen Special Purpose C.I. Fund $ 5,006,518 $ 9,327,193 $ 4,718,820 $ 4,608,373 $ (474,644) $ - $ 1,270,000 $ 8,819,535 107 Gen One-Time Money Fund $ 2,120,677 $ - $ 1,000,000 $ (1,000,000) $ - $ 440,000 $ 550,000 $ 130,677 108 Measure K (Sales Tax) Fund $ 1,042,372 $ 5,402,066 $ 5,042,677 $ 359,389 $ 172,841 $ - $ 696,600 $ 532,320 109 Measure V Fund $ 15,254,029 $ 5,402,066 $ 225,000 $ 5,177,066 $ - $ - $ - $ 20,431,095 110 Measure E Fund $ 460,274 $ 5,487,155 $ 3,538,990 $ 1,948,165 $ 106,657 $ - $ 1,055,600 $ 1,096,182 111 Measure N Fund $ 4,352,499 $ 5,699,300 $ 3,042,519 $ 2,656,781 $ 1,050,000 $ 65,000 $ - $ 5,894,280 201 Road Fund $ 887,806 $ 2,083,670 $ 1,299,665 $ 784,005 $ 249,937 $ - $ 1,200,000 $ 221,874 203 SB1-State Road Main&Rehab $ 851,799 $ 1,306,143 $ - $ 1,306,143 $ - $ - $ 2,000,000 $ 157,942 205 Traffic Improvement Fund $ 7,526,024 $ - $ - $ - $ - $ - $ 573,100 $ 6,952,924 207 General Equipment Fund $ 4,214,845 $ 702,730 $ 715,070 $ (12,340) $ 28,000 $ - $ - $ 4,174,505 208 General Facilities Fund $ 2,092,244 $ 1,000,000 $ - $ 1,000,000 $ - $ - $ 50,000 $ 3,042,244 211 Park Improvement Fund $ 11,034,492 $ - $ - $ - $ - $ - $ 8,400,000 $ 2,634,492 212 Tree Mitigation Fund $ 319,391 $ 1,500 $ 18,276 $ (16,776) $ 5,000 $ 8,246 $ - $ 289,369 213 Landscaping & Lighting AD's $ 128,910 $ 1,450,505 $ 1,376,617 $ 73,888 $ 21,000 $ 4,581 $ - $ 177,217 215 Storm Water Maint. Fund $ 220,400 $ 949,874 $ 864,303 $ 85,571 $ 495 $ - $ - $ 305,476 218 Disaster Relief Fund $ 3,979,296 $ - $ 475,966 $ (475,966) $ - $ - $ - $ 3,503,330 219 Parking Improvement Fund $ 2,049,819 $ 500,000 $ 771,218 $ (271,218) $ 8,089 $ - $ - $ 1,770,512 221 Technology Impact Fees $ 712,495 $ 100,000 $ 681 $ 99,319 $ 66,550 $ 50,000 $ - $ 695,264 254 Parks & Community Svcs Grant $ 1,096,991 $ 1,321,804 $ 1,132,936 $ 188,869 $ 396 $ - $ - $ 1,285,464 269-9176 CFD A-Gateway Services $ 438,062 $ 167,477 $ 164,012 $ 3,465 $ 3,465 $ 672 $ - $ 437,390 269-9177 CFD B-Newport Estates Services $ 1,194,936 $ 382,966 $ 375,826 $ 7,140 $ 7,140 $ 1,159 $ - $ 1,193,777 269-9178 CFD C-Bridgeway Island Service $ 840,482 $ 725,236 $ 710,221 $ 15,015 $ 15,015 $ 2,214 $ - $ 838,268 269-9179 CFD D-Southport Indust Park Sr $ 2,018,368 $ 440,139 $ 429,112 $ 11,027 $ 11,027 $ 1,696 $ - $ 2,016,672 269-9180 CFD E-The Classics Services $ 621,342 $ 137,357 $ 134,312 $ 3,045 $ 3,045 $ 412 $ - $ 620,930 269-9181 CFD F-Pheasant Hollow Services $ 238,383 $ 88,253 $ 86,468 $ 1,785 $ 1,785 $ 195 $ - $ 238,188 269-9182 CFD G-Gateway, Unit 4 Services $ - $ 30,455 $ 29,825 $ 630 $ 630 $ - $ - $ - 269-9183 CFD H-Bridgeway Lakes I Srvs $ 704,707 $ 740,216 $ 724,886 $ 15,330 $ 15,330 $ 2,184 $ - $ 702,523 269-9184 CFD I-River Ranch Services $ 401,768 $ 103,523 $ 101,423 $ 2,100 $ 2,100 $ 621 $ - $ 401,147 269-9185 CFD J-Parella Services $ 613,300 $ 155,351 $ 151,886 $ 3,465 $ 3,465 $ 111 $ - $ 613,189 269-9186 CFD K-River Walk Park $ 1,052,124 $ 195,409 $ 190,894 $ 4,515 $ 4,515 $ 54 $ - $ 1,052,070 269-9187 CFD L-Newport Grove Services $ - $ - $ - $ - $ - $ - $ - $ - 269-9188 CFD M-The Rivers Services $ 220,431 $ 183,110 $ 179,855 $ 3,255 $ 3,255 $ 519 $ - $ 219,912 269-9189 CFD N-Parlin Ranch Services $ 1,487,211 $ 215,017 $ 209,767 $ 5,250 $ 5,250 $ 539 $ - $ 1,486,672 269-9192 CFD O-Linden South Services $ 139,156 $ 37,289 $ 36,554 $ 735 $ 735 $ 326 $ - $ 138,830 269-9193 CFD P-Ironworks Services $ 312,338 $ 84,855 $ 83,070 $ 1,785 $ 1,785 $ 332 $ - $ 312,006 269-9194 CFD R - Bridge District $ 1,019,183 $ 253,942 $ 248,797 $ 5,145 $ 5,145 $ 284 $ - $ 1,018,899 269-9195 CFD S - Port Towne $ 75,176 $ 27,725 $ 27,200 $ 525 $ 525 $ 54 $ - $ 75,122 271 Public Art Fund $ 43,745 $ - $ 216 $ (216) $ - $ - $ - $ 43,529 286 Development Trust Fund $ 1,752,651 $ 400,000 $ - $ 400,000 $ - $ - $ - $ 2,152,651 405 Bridge District CIP $ 9,200,646 $ - $ - $ - $ - $ - $ - $ 9,200,646 501 Sewer Operating Fund $ 610,746 $ 3,174,372 $ 3,162,312 $ 12,060 $ 55,569 $ 30,000 $ - $ 537,237 502 Sewer Capital Projects Fund $ 1,864,176 $ 1,178,887 $ 341,980 $ 836,907 $ - $ - $ 930,000 $ 1,771,083 506 Water Operating Fund $ 3,764,537 $ 10,500,403 $ 8,792,151 $ 1,708,252 $ 140,468 $ 30,000 $ 2,945,000 $ 2,357,321 507 Water Capital Projects Fund $ 13,544,123 $ 7,736,532 $ 1,357,181 $ 6,379,351 $ - $ - $ 7,230,000 $ 12,693,474 511 Refuse Operating Fund $ 5,919,238 $ 11,715,678 $ 11,664,456 $ 51,222 $ 10,000 $ 35,000 $ - $ 5,925,460 610 Public Works Support Services $ - $ 875,745 $ 875,745 $ - $ 5,724 $ - $ - $ - 650 Comm. Dev. Support Services $ 6,543,395 $ 5,309,409 $ 5,506,164 $ (196,755) $ 1,106,498 $ 80,500 $ - $ 5,159,642 652 W S Flood Support Fund $ - $ 1,370,082 $ 1,370,082 $ - $ 396 $ - $ - $ - 653 Environmental Svcs&Sustanabili $ - $ 959,066 $ 959,066 $ - $ 1,980 $ - $ - $ - * Projected, after cost allocation of budget requests from internal service funds.

ATTACHMENT 1 - SUMMARY, ALL FUNDS
611
ATTACHMENT 2 – DECISION PACKAGE SUMMARY
$- $1 $2 $3 $4 $5
Personnel/Labor Related
Equipment/Vehicle
Technology Related
Other Ongoing Requests
Other One-Time Requests
Millions
O&M Requests by Category
One-Time Ongoing
Funding Source
FY 2023/24
One-Time
FY 2023/24
Ongoing
FY 2024/25
One-Time
FY 2024/25
Ongoing
General Fund $ 1,404 $ (749,803) $ 404 $ (662,818)
General Support Fund $ 567,600 $ 342,941 $ - $ 351,625
Budget Stabilization Fund $ 138,000 $ - $ 30,000 $ 42,500 Community Investment Fund $ 7,800 $ (453,124) $ - $ (477,079) One-Time General Fund $ 3,253,892 $ - $ 440,000 $ -
Measure K Fund $ 347,166 $ 165,407 $ - $ 172,049
Measure E Fund $ 215,059 $ 103,500 $ - $ 106,130
Measure N Fund $ 65,000 $ 550,000 $ 65,000 $ 1,050,000
Special Revenue Funds $ 314,400 $ 467,247 $ 74,200 $ 461,184 Utility Enterprise Funds $ 485,000 $ 66,450 $ 95,000 $ 197,595 Other Funds $ 363,700 $ 1,115,632 $ 80,500 $ 1,196,497
TOTAL O&M REQUESTS $ 5,759,020 $ 1,608,250 $ 785,104 $ 2,437,682 Category
FY 2023/24
One-Time
FY 2023/24
Ongoing
FY 2024/25
One-Time
FY 2024/25
Ongoing
Personnel/Labor Related $ 113,604 $ 503,056 $ 24,604 $ 586,340 Equipment/Vehicle $ 3,834,116 $ (122,082) $ 140,000 $ 47,918 Technology Related $ 801,300 $ 156,200 $ 130,500 $ 217,950 Other Ongoing Requests $ 50,000 $ 1,071,076 $ - $ 1,585,474 Other One-Time Requests $ 960,000 $ - $ 490,000 $ -
TOTAL O&M REQUESTS $ 5,759,020 $ 1,608,250 $ 785,104 $ 2,437,682 $(1) $- $1 $2 $3 $4
General Fund
General Support Fund
Budget Stabilization Fund
Community Investment Fund
One-Time General Fund
Measure K Fund
Measure E Fund
Measure N Fund
Special Revenue Funds
Utility Enterprise Funds
Other Funds
Millions
O&M Requests by Fund
Ongoing O&M Requests One-Time O&M Requests
ATTACHMENT 2
612
ATTACHMENT 2 - DECISION PACKAGES by CATEGORY
DP # Title Department Funding Source FY 2023/24
One-Time
FY 2023/24
Ongoing
FY 2024/25
One-Time
FY 2024/25
Ongoing
PERSONNEL/LABOR RELATED (Detailed in Attachment 3)* $ 113,604 $ 503,056 $ 24,604 $ 586,340 444 Addition of Cesar Chavez and Juneteenth as City Paid Employee Holidays City Manager's Office Various - - - - 443 Increase Cell Phone Stipend City Manager's Office Various - 58,787 - 58,787 436 New Position Request - Landscape Inspector Parks & Recreation General Fund, L&L, CFD Funds - 100,699 - 104,895 438 New Position Request - Parks Groundskeeper Parks & Recreation General Fund - - - 81,000 439 New Position Request - Recreation Coordinator (Athletics & Special Events) Parks & Recreation General Fund, Measure K 1,000 71,338 - 75,920 504 Transfer Planning Division to Community Development Fund Community Development General Fund, Measure G, Community Development Fund
- - - -
494 Recreation Center Facility Maintenance Position Parks & Recreation General Fund, Measure K - - - - 496 Retired Annuitant for Program Manager Support Parks & Recreation General Fund, L&L, Tree Mitigation, CFD Funds
24,604 - 24,604 -
452 Position Reallocation - Traffic to Roads Public Works General Fund, Road Fund 80,200 (54,297) - (49,711) 459 IT Reorg City Manager's Office General Support Fund - 24,441 - 31,963 374 New Position - Traffic Engineer Community Development Community Investment Fund 7,800 124,229 - 129,584 437 New Position Request - Measure E Trails Groundskeeper Parks & Recreation Measure E Fund - 94,500 - 96,500 501 New Parking Position and Budget Amendment Economic Development & Housing Parking Fund - 26,500 - (9,000) R01 Parking Manager Economic Development & Housing Parking Fund - 8,255 - 17,089 R02 Associate Community Investment Planner Economic Development & Housing Community Investment Fund - 14,831 - 15,366 R03 Associate Community Investment Planner Economic Development & Housing Community Investment Fund - 16,975 - 17,587 R04 Engineering Assistant I Capital Projects General Fund - 5,089 - 4,702 R05 Administrative Analyst I Fire General Fund - 11,709 - 11,659 VEHICLE & EQUIPMENT PURCHASE/REPLACEMENT $ 3,834,116 $ (122,082) $ 140,000 $ 47,918 454 Facilities Vehicle Public Works General Support Fund 45,000 - - - 453 Storm Vehicle Public Works Storm Drain Fund 78,000 - - - 461 Code Enforcement Vehicle Purchase Community Development One Time General Fund 150,000 - - - 467 Maintenance - Equipment Repair/Replacement (Radios, SCBA, Tones) Fire One Time General Fund 50,000 - 50,000 - 468 Fire MDC Replacements Fire One Time General Fund 65,268 - - - 451 Mobile Data Terminal Replacements (Patrol Car Computers) Police One Time General Fund 173,142 - - - 485 Evidentiary Camera Systems Replacement Police One Time General Fund, General Fund 2,350,481 (122,082) - (122,082) 435 Parks Operations Maintenance Equipment Parks & Recreation Measure K, Measure E 542,224 - - - 489 JD Front Loader Public Works Road Fund 180,000 - - - 449 Replace/Purchase PW Large Vehicles Public Works Storm Drain, Water, Sewer Funds 180,000 - 90,000 170,000 450 WTP Electric Utility Cart Public Works Water Enterprise Fund 20,000 - - - TECHNOLOGY RELATED $ 801,300 $ 156,200 $ 130,500 $ 217,950 416 Mobile MMS Software/ Database Police General Fund 25,000 20,700 - 20,700 446 Network Switch and Router Replacement City Manager's Office General Support Fund 230,000 - - - 472 Records Management System (RMS) Improvement City Manager's Office General Support Fund 75,000 - - - 476 Re-Code Esri Licensing to Technology Fee City Manager's Office General Support Fund - 60,500 - 66,550 481 Accela Upgrades and Modifications City Manager's Office Technology Fee 30,000 - 50,000 - 487 Replace Meraki Wireless Access Points City Manager's Office General Support Fund 87,600 - - - 465 Online Permit and Development Customer Service Portal Community Development Community Development Fund 75,700 - - 55,700 499 Online Utility Bill Presentment Finance Water, Sewer, Refuse Funds 60,000 30,000 - 30,000 500 Timecard and Travel System Selection and Implementation Finance General Support Fund 80,000 45,000 - 45,000 503 CDD Accela Modules and Online Permitting/Applications Community Development Community Development Fund 138,000 - 80,500 - ATTACHMENT 2
613
ATTACHMENT 2 - DECISION PACKAGES by CATEGORY
DP # Title Department Funding Source FY 2023/24
One-Time
FY 2023/24
Ongoing
FY 2024/25
One-Time
FY 2024/25
Ongoing
OTHER ONGOING REQUESTS $ 50,000 $ 1,071,076 $ - $ 1,585,474 425 Audio/Video Redaction Budget Police General Fund - 85,000 - 85,000 431 Hearing Officer Expenses City Manager's Office General Fund, General Support Fund - - - - 478 Cintas AED Public Works Various - 34,776 - 34,776
490 Parks & Recreation Legal Fees Parks & Recreation General Fund - 23,000 - 23,000 494 Recreation Center Utility Increase Parks & Recreation Measure K, General Fund - 56,876 - 65,840 432 Real Property/Asset Mgmt Division Budget Capital Projects General Support Fund 50,000 110,700 - 111,022 458 Strategic Communications and Community Outreach Improvements City Manager's Office General Support Fund, Measure E - 166,000 - 167,470 505 Increase Bandwidth at Bridgeway Lakes Boathouse Facility Parks & Recreation Measure K - 8,274 - 8,271 475 Small Business Accelerator Program, an Equitable Investment Strategy/Program
Economic Development & Housing Measure N - Inclusive Economic Development
- 500,000 - 1,000,000
506 Cultural Events Fund City Manager's Office Measure N - Community Investment - 50,000 - 50,000 448 Bear Electrical Services Public Works Road Fund - - - - 434 Mulch for Grass Program Community Development Water Enterprise Fund - 36,450 - 40,095 OTHER ONE-TIME REQUESTS $ 960,000 $ - $ 490,000 $ -
477 Management Leadership Academy City Manager's Office One Time General Fund 40,000 - 40,000 - 488 PBID/TID Exploration City Manager's Office One Time General Fund 50,000 - - - 426 Police Department Recruitment Strategies Police One Time General Fund 100,000 - 100,000 - 502 Grant Writing Services City Manager's Office One Time General Fund 250,000 - 250,000 - 471 Yolo County Office of Education Roadmap to the Future City Manager's Office Measure K 20,000 - - - 470 EV Charging Rate Subsidy Community Development Measure N - Inclusive Economic Development
65,000 - 65,000 -
463 Cross Connection Survey & Assessment Public Works Water Enterprise Fund 250,000 - - - 456 Route Reviews for SB1383 Compliance Community Development Refuse Fund 35,000 - 35,000 - 430 Public Works O&M Department Assessment Public Works Public Works Admin Fund 150,000 - - - TOTAL O&M SUPPLEMENTAL REQUESTS $ 5,759,020 $ 1,608,250 $ 785,104 $ 2,437,682 ATTACHMENT 2
614
Budget Decision Package
$132,029.00
$129,584.00
$261,613.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00374
Status: Budget Review
Title: New Position - Traffic Engineer
Department: Community Development Priority: 1
Contact: Jason McCoy Phone: (916) 617-4832
Mandatory: No

ATTACHMENT 2
615
Section 1 - General Information
Strategic Plan:

Sustainable Mobility Systems
Description:

Project Type:

Restoration of Program/Services
The purpose of this new position is to restore a modified version of the former Traffic Engineer/Manager position eliminated in the fall of 2017 due to a reorganization within the former version of the Public Works Department. Prior to the fall of 2017, two management level positions existed in Public Works to manage the areas of traffic/transportation and capital project development and implementation. These positions included both the Traffic Engineer/Manager and the Engineering Manager. The Traffic Engineer/Manager oversaw the areas of traffic engineering, traffic operations, and transportation planning. Staff that reported to the Traffic Engineer/Manager included Josh Bailey (traffic signal infrastructure, and streetlights) and Jason McCoy (transportation planning). The Engineering Manager oversaw the areas of capital project design and construction. At that time, facilities development/design was housed in the Community Development Department. During the summer of 2017, the Engineering Manager retired, and his duties were reassigned to the Traffic Engineer/Manager position. Shortly thereafter, the Traffic Engineer resigned, and the two positions were formally merged, and the new position title became the Engineering and Transportation Manager. This new combined position was filled by Gary Predoehl in late 2017. In 2019, the Public Works Department was split into two departments - the Public Works Maintenance & Operations Department and the Capital Projects Department. The purpose of the split was to allow each new department to focus on its core mission...in the case of the Capital Projects Department, to develop and implement capital improvement projects. The Engineering and Transportation Manager position was subsequently eliminated, and a Capital Improvement Manager position was created to focus purely on overseeing the development and implementation of the City's Capital Improvement Program. The Transportation Planning function was split off and joined the Community Development Department in 2021.

As a result of this reorganization, the Traffic Engineer position was lost, however there is still a lingering need for the position to perform essential traffic operations and engineering functions. Since 2018, the tasks associated with the Traffic Engineer position was assigned to one of the senior engineers within the Engineering Division, or to Transportation Planning. However the formal training and applied knowledge of a Traffic Engineer, while related to engineering and planning in general, is distinct from that of either a Civil Engineer or Transportation Planner. This has also created a burden on our current Civil Engineers and Transportation Planners who share Traffic Engineer duties along with project management of major projects on which they are assigned, and a liability for the City as neither are licensed Traffic Engineers. While staff have worked diligently to "get by" and attempt to take on the extra work left from this vacancy, it continues to take a toll on both the quality of the traffic engineering work and the ability to spend much time on it while carrying out each Department's core goals. With the appointment of new Department Directors in Capital Projects (Ariana Adame), and Community Development (Andrea Ouse) a fresh set of eyes have been able to view each department's organization and responsibilities. Both Directors agree that this Traffic Engineer position must be reestablished to address the core tasks associated with traffic engineering including managing traffic operations and traffic congestion, traffic infrastructure (signals/systems/cameras), traffic control plans, speed surveys, and handling traffic analyses for development projects and CIPs. This position, if approved, would be housed with within the Transportation and Mobility Division of the Community Development Department will work together with existing transportation and engineering professionals to implement the CIP, and with Public Works who currently manages the Traffic Signal Maintenance contract that was historically managed by the Traffic Engineer. This will free up staff time to allow current Engineering Division and Transportation staff to concentrate on their core roles, to develop and implement capital projects and manage planning and mobility programs, projects, and grant applications.

Section 2 - Costs

ATTACHMENT 2
616
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
106 9655 5111 Traffic Engineer Salary & Benefits
The cost center should be 101-9655 within the
Transportation and Mobility Division in the Community
Development Department. The salary is based on the midlevel salary for a Senior Civil Engineer level position. $193,965.00 $202,533.00
106 9655 5258 Traffic Engineer Seminars/Conferences
Request based on attending one conference per year.
$1,000.00 $1,000.00
106 9655 5256 Traffic Engineer Professional Licensing & Membership/Dues
Professional Licensing estimated at $250 and
Membership/Dues estimated at $250.
$1,000.00 $1,000.00
106 9655 5574 Traffic Engineer Computer Setup
Computer setup must be able to run sophisticated traffic modeling and operating software.
$4,800.00 $0.00 Yes
106 9655 5571 Traffic Engineer Office Setup/Furniture
Cost Center should be 101-965X. Estimated cost of office furniture.
$2,500.00 $0.00 Yes
106 9655 5215 Traffic Engineer PPE
PPE equipment reimbursement included.
$500.00 $0.00 Yes
106 9655 5221 Communication Device
Communications/Equipment for Traffic Engineering
$1,000.00 $1,000.00
106 9655 4790 WO Revenue
Assume charge out to projects 25% of time
($48,491.00) ($50,633.00)
106 9655 4792 ICAP Revenue
ICAP reimbursement for charging to projects at 50% rate, 25% of position
($24,245.00) ($25,316.00)
Total $132,029.00 $129,584.00

ATTACHMENT 2
617
Section 3 - Detailed Information
Objectives/Need for Request:

The Traffic Engineer, under direction and oversight from the Transportation and Mobility Division Manager (Jason McCoy) will be responsible for the following tasks:
1) Develop and implement the Traffic Engineering work plan that balances resident concerns, City Council priorities, budget, grant funding, adopted initiatives and applicable city policies. 2) Manage a broad range of traffic operations activities including traffic signal timing, traffic control plan development, traffic-related capital projects and studies including development of the federally-funded Vision Zero Plan, and trafficrelated facilities including the installation and maintenance of traffic control devices and cameras/video detection systems.
3) Act on behalf of the city as expert in the field of traffic engineering/operations; to assess the city's risk and liability associated with traffic-related conditions, and to be the city's expert witness in traffic-related lawsuits against the city. 4) Ensure that the city is in compliance with applicable laws including CA MUTCD, ordinances statutes, and codes associated with traffic engineering/operations.
5) Manage the collection and analysis of traffic data including speeds, volumes, traffic flow, travel time, intersection operations, level-of-service (LOS) analysis, vehicle miles traveled (VMT) analyses, traffic safety studies, site distance studies, accident analysis, and traffic warrant analyses and studies, bike/ped data collection, and coordinate sharing of data with SACOG, Caltrans, YTD, SacRT, and other regional transportation partners and staff for project reporting and compliance; local infrastructure improvement recommendations, and for use in grant applications. 6) Review and sign-off on Transportation Permits, manage city Truck Routes, and truck transport compliance within the city.
7) Oversee updates to the citywide wayfinding program and traffic signs. 8) Coordinate with Traffic Engineers in other jurisdictions to implement regional transportation system management (TSM), and traffic/Transportation Demand Management (TDM) activities implemented in cooperation with SACOG and Caltrans, including response management for local traffic incidents and those on the State Highway System impacting city traffic flow.
9) Implement the city's Residential Traffic Calming Program and manage and respond effectively to resident concerns/complaints/requests.
10) Develop and implement a Traffic Operations Center (TOC) in cooperation with Public Works within the new Corporation Yard.
11) Participate in and make recommendations concerning traffic impact analysis - Including development of updated Transportation Impact Fee, Transportation Impact Analysis Guidelines, and creation of new TDM Guidelines. 12) Administer contracts for traffic engineering projects, which includes establishing guidelines, verifying funding, establishing timelines, certifying designs, and, performing other related activities; and manages the On-Call Traffic Engineering and Transportation Planning procurement.
13) Manage the coordination of the Interdepartmental Traffic/Transportation Committee and recommendations for policy and infrastructure improvement prioritization for TMI Commission review and Council approval. 14) Coordinate with the city’s Parking Manager where duties of the Traffic Engineer intersect with parking access, inventory, and management.
15) Coordinate with Public Works for Traffic Signal Maintenance implementation, traffic/road sign replacement and maintenance, and traffic control planning for road maintenance work. 16) Perform all the other duties as found in the city Traffic Engineer job description.

Consequences of Not Funding:

The emphasis on traffic engineering will continue to diminish within the city as unlicensed/quasi-qualified staff will continue to do their best to take on the tasks identified above; taking time and needed resources away from civil engineering and transportation planning project managers. Impactful and important data will continue to remain largely uncollected and will not be used in the decision-making for alleviating traffic congestion and improving traffic flow and operations. Without this data collection to support grant development, citywide system and infrastructure upgrade funding will be challenging to secure. The city will continue to remain open to increasing levels of risk associated with traffic-related accidents and near-accidents. The Residential Traffic Calming Program and Interdepartmental Traffic/Transportation Committee will remain largely unchanged with staff only able to respond to complaints and unsafe conditions as opposed to proactive decision making in the area of traffic engineering. Staff will continue to rely on outside consultants for the duties outlined above where they cannot be postponed or addressed in-house. Staff are currently coordinating with SACOG and traffic engineers to develop an emergency response plan in the event of regional traffic incidents, however staff do not have the skill set or capacity to implement such a plan. Without this position, staff will continue to rely on PD to respond where congestion overwhelms the traffic control system.

ATTACHMENT 2
618
Alternatives Considered:
1) Continuation of the current situation - not acceptable as staff continue to be overburdened by existing workloads.

Traffic conditions will continue to worsen as the city grows and critical issues will continue leaving the City exposed to litigation.
2) Completely "farming out" the duties of a traffic engineer to a consulting firm or firms is estimated to cost a minimum annual budget of $350,000 to perform the basic traffic engineering duties listed above. Alternative solutions like this will be very expensive $550k annually, exceeding the cost of hiring an FTE and would not yield the same level of timely service available with an in-house full-time Traffic Engineer.

Section 4 - Attachments
Attachment Attachment Description
Traffic Engineer Job Description (Revised) Traffic Engineer Revised Job Description from Traffic/Transportation Manager to a Mid/Senior Level Traffic Engineer position. Salary will track with that of Senior Level Civil Engineer.

New Position Request Form Reinstatement of Traffic Engineer position lost during Public Works/Capital Projects reorganization. Modified from Principal Management Level to Mid-Senior Engineer level under Community Development Department Transportation and Mobility Division.

Signed Request Form_Ouse Here is the signed copy of the New Position Request Form.

Clean Copy Traffic Engineer Job Description Here is a clean version of the Job Description.

ATTACHMENT 2
619
Budget Decision Package
$45,700.00
$20,700.00
$66,400.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00416
Status: Budget Review
Title: Mobile MMS Software/ Database
Department: Police Priority: 2
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Information Technology Project
Public Works is currently utilizing Mobile MMS to track and monitor the city’s vehicle fleet needs which include repair, replace and mileage. The police department is not utilizing the system but would like to start to maintain continuity with all City owned fleet assets. Additionally, the Mobile MMS system can be expanded to include tracking department issued equipment, personnel training records and department personnel profiles. The cost of the software annual subscription is shared with all city department’s using the system. One-time costs are be associated with the initial setup of department specific usage needs.

Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9110 5250 Cost Share for Mobile MMS Software
Currently Public Works is covering the cost for CMMS with a flat rate cost for a total of $41,000 per year. We are seeking to split the cost with Public Works to provide
access for Police department employees. The amount
would be $20,700 annually.
$20,700.00 $20,700.00
107 9110 5261 Implementation Cost
one-time implementation cost
$25,000.00 $0.00 Yes
Total $45,700.00 $20,700.00
Section 3 - Detailed Information
Objectives/Need for Request:

Utilize the Mobile MMS system to track the department’s vehicle fleet (maintenance, repair, replace, location), track department issued equipment to all employees, track employee training, and employee personnel profiles.

Consequences of Not Funding:

Continued inefficiencies related to department fleet management, training records and issued equipment.

Alternatives Considered:

Develop and maintain individual spreadsheets and tracking mechanisms to store and maintain data associated with the identified needs.

Section 4 - Attachments

ATTACHMENT 2
620
Consequences of Not Funding:

The department’s Property and Evidence Technicians are responsible for properly receiving booked property from Officers during their work shifts. One of the most inefficient duties of a Property and Evidence Technician is currently the release of property from custody. The current department process for releasing property is to contact the identified owner of the property to be released. The Property and Evidence Technician must speak to the owner on the phone and coordinate a time and date for a physical meeting to release the property. The property must be properly removed from custody, requiring proper paperwork to be completed. The property is transported to the WSPD Lobby area at the predetermined time and date. The Property and Evidence Technician waits till the owner arrives and then acquires a signature on the release paperwork. The property is released after the chain of custody paperwork has been completed. The owners of the property regularly do not show up on time and sometimes not at all. This requires the Property and Evidence Technician to transport the property back to the property room and be re-booked into custody.

If the property owner shows up later, the process must be completed a second time. The average time a Property and Evidence Technician devotes to release property per week is approximately 9.6 hours.

Alternatives Considered:

Continue to utilize current Property and Evidence Technicians to manually release property.

Section 4 - Attachments
Attachment Attachment Description
Property Release Locker System Memo

ATTACHMENT 2
621
Budget Decision Package
$85,000.00
$85,000.00
$170,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00425
Status: Budget Review
Title: Audio/Video Redaction Budget
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: Yes
Section 1 - General Information
Strategic Plan:

Police Department: Professionalism, Risk Management, and Oversight Description:

Project Type:

New Program/Initiative
This package is being sought due to a State of California Mandate.

In recent years, California has passed a series of laws, such as SB 1421, requiring police departments to disclose records associated with regular police activity such as uses of force and sustained allegations of misconduct by officers.

Additionally, with the adoption of AB 748, the West Sacramento Police Department is required to release body camera video from officer involved shootings within 45 days of the incident.

By law, any records released by the department must be redacted. Without redaction, the department is subject to litigation for violations of privacy and confidentiality laws. These new requirements have caused the department to obtain audio/video redaction services from outside vendors to comply with current legislation. The department has been pulling from different funding sources to pay for these unaccounted-for services.

Currently, one incident involving 4 or more officers can generate hours of video that would need to be redacted if the circumstances met the statute criteria. In a case such as this, audio/video redaction could cost as much as $5k-10k per incident. The state does not currently have any reimbursement for redaction of public records. Additionally, the City has enacted the practice of sharing a transparency video via social media and other venues a transparency video related to any critical incidents that occur.

Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9110 5261 Audio & Video Redaction
Redaction of audio and video files to comply with
California AB 748 and SB 1421 as it relates to the
mandatory release of redacted audio and video files for law enforcement agencies. Agencies are also required to produce video of any officer involved shooting within 45 days causing the agency to burden the high, unbudgeted
cost.
$75,000.00 $75,000.00
101 9110 5261 Critical Incident Video Production
Additionally, the City has enacted the practice of sharing a transparency video via social media and other venues a
transparency video related to any critical incidents that occur. The cost associated with this professional video reduction is included in this decision package.
$10,000.00 $10,000.00
Total $85,000.00 $85,000.00

ATTACHMENT 2
622
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of this decision package is to create a budget for audio/video redaction services that provides the department with the ability to comply with state mandates for audio/video release. A dedicated redaction services budget will allow the department to pay for redaction services and track budget costs from year to year.

Consequences of Not Funding:

Without funding the department would need to pull from other budgets to pay for redaction services. These records releases are not optional and there must be completed in the timeframe set by statute. Additionally, the city could be sued for failure to comply with the California Public Records Act (CPRA) and incur preventable litigation and settlement costs.

Alternatives Considered:

Alternatively, the department could increase the technology budget by the requested amount to account for the increased cost associated with technology records (audio/video files) releases. However, the department believes the creation of a dedicated redaction budget would assist with tracking and analysis of the budget year to year.

A second alternative could be to add additional full-time staff dedicated to handle CPRA redaction. This alternative would add an additional position to the administrative unit and require additional technology purchases including updated redaction software.

Section 4 - Attachments

ATTACHMENT 2
623
Budget Decision Package
$100,000.00
$100,000.00
$200,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00426
Status: Budget Review
Title: Police Department Recruitment (**SCALABLE IF NECESSARY**) Department: Police Priority: 2
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:

Police Department: Professionalism, Risk Management, and Oversight Description:

Project Type:

New Program/Initiative
The Police Department is requesting financial support to aid in the recruitment of police officers. Recruitment is one of the primary goals of the department. An ongoing budget allocation is necessary for advertisement, career fair attendance, and other marketing supplies. In this current competitive hiring market, it is vital that our recruitment team have the financial support that is required to compete with our allied agencies as we attempt to attract and onboard police officers. Recruitment advertisement and events are productive but expensive. Examples include career fairs (up to $1,000 each), video recording/editing ($300/hour), printed advertisement (can exceed $3500), local venue advertisement such as Sutter Health Park ($6000 per sign, $2500 per game). An estimated allocation of funding would be distributed towards events staffing/recruiting ($50,000), videography services ($25,000), printed marketing material ($10,000), career fair/event registration ($10,000), and uniforms/equipment ($5,000), for an estimated annual total of $100,000.

Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9910 5259 Recruitment Costs
Career fairs (up to 1,000 each)
Video recording/editing ($300/hour)
Printed advertisement (can exceed $3500)
Local venue advertisement such as Sutter Health Park
($6000 per sign, $2500 per game).

An estimated allocation of funding would be distributed towards events staffing/recruiting ($50,000), videography services ($25,000), printed marketing material ($10,000), career fair/event registration ($10,000), and
uniforms/equipment ($5,000), for an estimated annual total of $100,000.
$100,000.00 $100,000.00 Yes
Total $100,000.00 $100,000.00

ATTACHMENT 2
624
Section 3 - Detailed Information
Objectives/Need for Request:
• To supply the department’s recruitment team with necessary funding to recruit police officers creatively and efficiently. • To provide the team with necessary items to include uniform shirts/pants, tablecloths, recruitment advertisement banners, videography services, and items to promote our agency at recruitment events.
• To attend as many recruitment events as possible, at least one/month, to include career fairs, race events, and high school/college career orientations.

The Police Department’s last marketing item purchase was in 2016 and all items need to be updated yearly.

Consequences of Not Funding:

The consequences of not funding would be failing to equip our officers with the finances and equipment necessary for recruitment. Without funding our agency will not be able to efficiently recruit and we will lose candidates, specifically to other local agencies. Historically, we have opted out of many recruitment events due to an inability to pay for attendance. Additionally, we have not been able to enhance our recruitment efforts due to a lack of funding. The longterm consequence of non-funding would be to continue operating below necessary staffing requirements and the potential loss of current officers due to the negative impacts of staffing shortages.

Alternatives Considered:

The alternative is to continue our past recruitment efforts of operating with little to no funding.

Section 4 - Attachments

ATTACHMENT 2
625
Budget Decision Package
$150,000.00
$0.00
$150,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00430
Status: Budget Review
Title: Public Works O&M Department Assessment
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
Acquiring a consultant that will assess Public Works’ current capacity and effectiveness to address current demands as well as to position the Department to satisfy future demands in its role in City government and the community is vital to both improve the current level of service the department is able to offer and to ensure that all future needs, mandated and requested, are able to be met. Public Works Operations and Maintenance is responsible for operating and maintaining the City of West Sacramento’s infrastructure: public roads, wastewater, sewer and storm pumping stations, water distribution, storm, water valves and meters, and the water treatment plant to name a few. As the City continues to grow, expand, and develop, the Public Works Department has become responsible for maintaining all the new infrastructure as well as the existing infrastructure without a corresponding increase in staff across all divisions.

Some of this is due to the budget constraints including the recession and losses in tax revenue, and some of this is due to the capacity of staff to try to do a little bit extra for the citizens of the City.

Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
610 9650 5261 Consultant Costs
An RFP will be issued and a consultant will be selected.

This is the estimated cost for a full Public Works
assessment.
$150,000.00 $0.00 Yes
Total $150,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:

These current and future needs include:
• Staff requirements for all divisions
• Increased budget for salary of additional positions, as well as increases for the necessary repair/replacement of aging infrastructure and implementation of mandated services
• Training and certifications for incentives to allow staff to be competent across all disciplines • Grant writing
• Review current fees and implement new ones to make sure the money necessary to maintain utilities is available • Work with APWA regarding recommended staffing levels based on current and future city size and infrastructure needs
• Training and Community Outreach funding
• Address and implement safety and regulatory requirements • Addition of a Risk & Regulatory Officer
• Review of Emergency Operations radio equipment