ATTACHMENT 2
626
Consequences of Not Funding:
A non-biased assessment of the Public Works division is essential to clearly illustrate the need for additional employees, equipment, and funds in the department.
Alternatives Considered:
Section 4 - Attachments
ATTACHMENT 2
627
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00431
Status: Budget Review
Title: Hearing Officer Expenses
Department: City Manager's Office Priority: 3
Contact: Kryss Rankin Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The City's Administrative Hearing Officer (HO) has historically been funded and supported by Community Development staff. This was the best fit for the HO as the majority of the hearings were related to Code Enforcement actions and, due to the frequency of these actions, hearings were held on a regular basis. Since 2019, Code Enforcement has greatly reduced the number of cases requiring hearings, while hearings for other matters have increased or are expected to increase. Because of this, it is requested that the funding for Hearing Officer support and contract be reallocated from Community Development to the City Manager's Office.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9022 5269 Hearing Officer Contract Fees
This represents a transfer of funds from cost center 101- 9130-5269 for the annual contracted costs for the City's Hearing Officer. This service is required by the Municipal Code and annual fees will fluctuate based on the number of necessary hearings.
$5,800.00 $5,800.00
101 9130 5269 Eliminate Budget in Code Enforcement
move to 104
($5,800.00) ($5,800.00)
Total $0.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Moving the funding and support of the HO from Community Development - Code Enforcement to City Manager's Office - City Clerk will provide for centralized management of the HO contract and the hearings. Since the reduction of Code Enforcement actions in 2019, the majority of the hearings have been related to tree ordinance violations and will soon incorporate parking violation appeals. Those functions reside in separate departments in addition to Community Development, which may sometime have actions as well. Additionally, the administration of the HO's contract has, and will continue to, reside with the City Clerk's division.
Consequences of Not Funding:
This request is already funded; this is a transfer request only.
Alternatives Considered:
The alternative is to leave the funding in the current Community Development cost center.
Section 4 - Attachments
ATTACHMENT 2
628
Budget Decision Package
$160,700.00
$111,022.00
$271,722.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00432
Status: Budget Review
Title: Real Property/Asset Mgmt Division Budget
Department: Capital Projects Priority: 1
Contact: Victoria Soares Phone: (916) 617-4646
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
On February 15, 2023, City Council approved the transfer of Economic Development and Housing’s (EDH) Senior Program Manager position to the Capital Projects Department (CPD) because the nature of their work more closely aligns with CPD. This position is responsible for the City’s real property acquisitions, assets, property management and rights- of- way for Capital Improvement Projects. Some of the properties managed by this position include Roadway Inn, Flamingo Motel, Club Pheasant, Stone Lock and West Gateway Plaza.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9657 5212 Small Tools / Instruments
Measuring Wheel, Measuring Tape, etc. (Quantity of 2
each)
$250.00 $258.00
104 9657 5215 Safety Clothing & Supplies
Safety vests, hard hats, gloves, glasses, rain gear, boots, etc.
$250.00 $258.00
104 9657 5219 Household Expenses
Latex clothes, hand sanitizer, wipes, rags, first aid kit. $100.00 $103.00
104 9657 5221 Communications
Monthly wireless device payment.
$1,000.00 $1,030.00
104 9657 5240 Maintenance Equipment
Bolt cutters, chains, locks, etc.
$1,500.00 $1,545.00
104 9657 5251 Office Supplies
Misc. office supplies, file folders, pens, tape, notepads, stick notes, etc.
$500.00 $515.00
104 9657 5252 Postage
Legal notices, registered mail, FedEx, etc.
$500.00 $515.00
104 9657 5256 Memberships/Dues
ULI, CALED, IRWA
$600.00 $618.00
104 9657 5257 Software Maintenance
Funds to merge OnBase with GIS to provide real time
document retrieval and accurate reporting of the City’s real property assets.
$50,000.00 $0.00 Yes
104 9657 5258 Training/Travel / Meals
Training, IRWA courses, ULI, CALED, IRWA conferences.
$6,000.00 $6,180.00
104 9657 5261 Property Maintenance Contingency
ongoing appropriation for property maintenance
$100,000.00 $100,000.00
Total $160,700.00 $111,022.00
ATTACHMENT 2
629
Section 3 - Detailed Information
Objectives/Need for Request:
The purpose of this decision package is to fund operational expenses necessary for the Senior Program Manager to execute the duties and responsibilities of their position. There is no existing funding within CPD to fund expenses such as small tools, equipment, safety clothing, office supplies, software maintenance, etc. Software maintenance funding is requested to update the City’s existing real property database system (Versatile) because it is antiquated and has limited capabilities. The upgrade would merge OnBase with GIS to provide real time document retrieval and accurate reporting of the City’s real property assets.
Consequences of Not Funding:
The Real Property and Asset Management Division of the Capital Projects Department will not have the funding necessary to execute the duties and responsibilities of the division effectively and efficiently.
Alternatives Considered:
N/A
Section 4 - Attachments
Attachment Attachment Description
2/15/23 Council APL Updates
ATTACHMENT 2
630
Budget Decision Package
$36,450.00
$40,095.00
$76,545.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00434
Status: Budget Review
Title: Mulch for Grass Program
Department: Community Development Priority: 2
Contact: Traci Kent-Stone Phone: (916) 617-4586
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
New Program/Initiative
Senate Bill (SB) 1383, Short-lived Climate Pollutants (SLCP), was signed into law in 2016 and is the most significant waste reduction mandate to be adopted in California in the last 30 years. In addition to the state-wide requirement to reduce organic waste (food waste, green waste, and paper products) disposal by 75% by 2025 and increase edible food recovery by 20% by 2025, jurisdictions are also required to meet recovered organic waste procurement targets. These targets are established by CalRecycle and are based on the City’s population as of 1/1/2021.
Annually, the City is required to procure 4,313 tons of recovered organic waste products such as mulch, compost, recycled content paper products, renewable gas and electricity from biomass conversion. Most, if not all, of the recovered organic waste product the City can successfully procure will be compliant mulch and compost. In October 2021, R3 Consulting, Inc. (R3) produced an SB1383 implementation plan for Environmental Services (ESSD). The comprehensive plan identified opportunities for the City to expand the purchase and use of recovered organic waste products to assist the City with SB1383 procurement target. As such, mandatory program implementation is necessary in order to meet mandates set forth by CalRecycle and SB1383.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9613 5259 Program Cost
To fund mulch for grass program meant to assist the City in complying with SB1383 procurement requirements and
reduce the amount of outdoor water use on residential
properties. Adding an inflationary 10% for the second year (FY24/25)
$36,450.00 $40,095.00
Total $36,450.00 $40,095.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this decision package is fund a new program and other Citywide efforts that will assist us in meeting our annual procurement target. The new program, temporarily titled “Mulch for Grass”, will assist residents with converting their lawns into drought tolerant landscaping using SB1383 compliant compost and mulch. This program is meant to assist the City in meeting SB1383 procurement requirements and improve outdoor water efficiency.
ATTACHMENT 2
631
Consequences of Not Funding:
If staff is unable to implement this program, alternative programming will need to be developed and implemented to avoid penalties levied on the City by CalRecycle. Currently, the City is prepared to fund the program through a combination of existing funding in water conservation and approved grant funding. Funds in water conservation are currently earmarked for the Smart Controller Rebate program. However, given the decline in program participation and overall program saturation, staff recommends redirecting most, not all, of the funding to the proposed Mulch for Grass program. Some funding would remain to support the current level of participation in the Smart Controller Rebate program. SB1383 grant funding not already earmarked for use may be utilized for this program, where ESSD/ water conservation funding would cover the entire cost of the program should grant funding no longer be available.
Alternatives Considered:
The City is required, by SB 1383, to meet procurement targets. Failure to do so may result in penalties from the State.
Regardless of how the product is used and what program is developed, The City would still be required to annually procure 4,313 tons of recovered organic waste product at a cost to the City. While some grant funding may assist with this cost, the City is responsible for annual procurement whether grant funding is available or not. This DP is presented in such a way to reflect no grant funding.
Section 4 - Attachments
Attachment Attachment Description
SB1383 Implementation Plan See pgs. 23-25 for procurement recommendations Program Overview
ATTACHMENT 2
632
Budget Decision Package
$542,224.47
$0.00
$542,224.47
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00435
Status: Budget Review
Title: Parks Operations Maintenance Equipment
Department: Parks & Recreation Priority: 1
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
One Time Expenditure
Since 2008, the City's Parks and Trails system has grown significantly (increase of 54 acres of Park-maintained property, 12 miles of new trails, 46,000 sq. ft. of new building facilities and 14 new public art installations). Additionally, some of the City’s oldest and most heavily programmed park sites need more extensive maintenance work and/or have site constraints that require specialty equipment. In an effort to increase the safety and conditions of City parks and athletic fields, along with greatly improving staff safety, efficiency and sustainability, there is an immediate need to purchase the following pieces of equipment.
High Priority/Most Urgent:
1. Compact Front End Loader – As our parks, trails, and open spaces continue to grow, along with the increase in homeless encampment cleanup, there is an immediate need for equipment that can safely and efficiently manage the daily operations such as moving large and heavy equipment/objects, transporting supplies/materials, repair of large park elements, project work, etc. Currently all cleanups are performed by hand, which is an immediate safety risk and is also extremely inefficient. We estimate that the loader will be used 80% of the time for homeless encampment cleanup and 20% on other park projects. The cost of this item is estimated at $185,222.25 with 80% funded by Measure E and 20% by Measure K.
2. Tree/Woodchipper – The City’s woodchipper is not meeting the emergency response needs of both Parks Operations and Public Works. The current chipper is past its usable lifespan, and repairs and the resulting downtime greatly impact storm response and the safety of the community. The new chipper will be of greater capacity, meet new emissions and safety control standards, and be used weekly throughout the year in parks, trails, and open spaces for normal maintenance. The estimated cost of this item is $94,660.27 funded by Measure K.
Medium Priority/Urgent:
1. Compact Excavator – Currently Irrigation repairs are performed by hand digging. Irrigation repairs can be as deep as five feet in extremely poor and heavy soils, and when done by hand are not only inefficient but also put staff members at a greater risk for workplace injuries (falls, strains, heat illness, etc.). In a recent test with a piece of rental equipment, we were able to take a 5-day handwork repair (with 2 staff members) and shorten it to just 4 hours (with 2 staff members). This piece of equipment would also be used regularly by our Measure E Homeless Encampment Cleanup Team, to improve their efficiency in large and hard to reach areas, while also reducing the extremely high safety risk of doing all cleanups by hand. We anticipate the use of this machine to be 50% for Measure E and 50% for various park projects. The cost of this item is estimated at $75,384.22 with 50% funded by Measure E and 50% by Measure K.
2. Electric Utility Carts – Parks Operations existing utility carts are aging beyond an acceptable lifespan and require numerous repairs, leading to excessive amounts of downtime impacting daily operations. California regulations require public agencies to transition from gas to 100% electric powered small mowers/equipment within the next 5 years. It is critical that we begin this transition now as waiting until the end of the grace period will likely result in failure, due to improper time for real world use data and planning. The estimated cost of this item is $39,551.78 funded by Measure K.
ATTACHMENT 2
633
3. Electric Zero Turn Mowers –The mowers will be used daily on numerous parks and areas that are currently hand mowed or line trimmed, which will greatly improve overall efficiencies, leading to more area that can be maintained in a shorter time, and providing a safer environment for all park users. Just like the Electric Utility Carts outlined above, these mowers will also be lithium electric powered equipment. The estimated cost of this item is $51,132.97 funded through Measure K.
4. Fertilizer Spreader – Parks Operations has one small fertilizer spreader for applications in all City parks. This small spreader makes the timing of all applications critical as it can only hold 5-8 bags. Recent soil analyses have shown that our nutrient levels are extremely unbalanced, which results in poor and unsafe turf quality, which can also lead to poor drainage and field closures. The new spreader would hold 30-40 bags, resulting in greatly improving efficiency and ability to apply beneficial nutrients and amendments. The estimated cost of this item is $7,202.96 funded through Measure K.
Lower Priority/Can Be Delayed, If Needed:
5. Athletic Field/Small Parks Hand Mowers – The existing hand mowers used on athletic infields and small parks have aged beyond their useful lifespan, and the cost for maintenance and repair far outweighs their value. The estimated cost of this item is $8,736.88 funded through Measure K.
6. Robot Paint Machine – As our athletic programs and field rentals continue to increase, field setup and painting has grown to where it occupies a great deal of our time. Utilizing new technologies will allow us to reduce our labor painting fields, which will allow staff to be utilized for other areas of maintenance that have been lacking in past years (seeding, aerating, fertilizing, etc.) In a recent demo, we were able to use an automatous robot paint machine to line an entire soccer field in just under 25 minutes. This one task usually takes two staff members 3-4 hours to complete. The robot paint machine will also allow us to rotate fields on a regular basis without having to remeasure everything, will reduce traffic/wear areas, resulting in safer and more playable fields with less downtime for maintenance and/or renovations. The estimated cost of this item is $31,040.00 funded through Measure K.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
108 9520 5575 Purchase of High Priority/Most Urgent Equipment – Measure K:
- Cat 908 Compact Front End Loader - 20% Measure K
$37,044.45
- Vermeer BC1500 Tree/Wood Chipper - 50% Measure K
$47,330.14
$84,374.59 $0.00 Yes
110 9019 5575 Purchase of High Priority/Most Urgent Equipment – Measure E:
- Cat 908 Compact Front End Loader - 80% Measure E
$148,330.14
- Vermeer BC1500 Tree/Wood Chipper - 50% Measure E
$47,330.14
$195,507.94 $0.00 Yes
108 9520 5575 Purchase of Medium Priority/Urgent Equipment - Cat 302.7 Compact Excavator $75,384.22
- (2) Toro Workman GTX Lithium Electric Utility Carts
$39,551.78
- (2) Toro Z Master Electric Zero Turn Mowers $51,132.97 - Lely L2010 Fertilizer Spreader $7,202.96
$173,271.93 $0.00 Yes
108 9520 5575 Purchase of Lower Priority Equipment"
- (3) Toro ProStripe 560 Handmowers $8,736.88
- Tiny Mobile Robots Automatous Paint Machine
$31,040.00
$39,776.88 $0.00 Yes
ATTACHMENT 2
634
108 9520 5575 Portion of the 10% Contingency Funded by Measure K A portion of the 10% Contingency Funded by Measure K.
$29,742.34 $0.00 Yes
110 9019 5575 Portion of the 10% Contingency Funded by Measure E A portion of the 10% Contingency Funded by Measure E
$19,550.79 $0.00 Yes
Total $542,224.47 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this funding request is to fund the expenses related to the purchase of the 12 essential pieces of equipment outlined above and instituting them into Parks Operations’ fleet. All equipment being replaced will go to auction and any revenues generated will help offset the maintenance costs of the replacements. This is only applicable to the two new Toro Workman Electric Utility Carts, as all other equipment will be new to the department and is not replacing anything.
Consequences of Not Funding:
Not funding these equipment purchases would result in increased maintenance/repair costs, downtime which will impact park maintenance services, budget overages, greatly impact staff safety, and reduce projected workplace efficiencies. Any downtime will impact the ability for staff to perform core services for City parks, facilities and responding to resident concerns. Not approving funding for these purchases would result in reduced funding available in the Park Maintenance budget for other necessary maintenance activities.
Alternatives Considered:
1. Not Introducing New Equipment
Pros: savings in cost of equipment,
Cons: excessive maintenance/repair costs and unnecessary downtime on existing equipment, continued and increased workplace injuries due to not utilizing better technology, and poor workplace efficiencies due to not utilizing the right tool for the job.
2. Not introducing Electric Equipment to the Parks Operations Fleet Pros: savings in cost of equipment,
Cons: failure to begin implementing alternative fuel sources will leave us unprepared for when mandatory implementation is required.
Section 4 - Attachments
Attachment Attachment Description
Turfstar Western Quote Quote for Electric Utility Vehicles (2), Athletic Field Hand mowers (3), Electric Zero Turn Mowers (2), and Lely L2010 Fertilizer Spreader. National IPA Pricing: Contract 2017025
Holt Cat Quote - Compact Wheel Loader Quote for Cat 908 Compact Wheel Loader. Sourcewell Government Contract # 032119-CAT
Holt Cat Quote - Compact Excavator Quote for Cat 302.7 Compact Excavator. Sourcewell Government Contract #032119-CAT
RDO Equipment Quote - Vermeer BC1500
Wood Chipper
Quote for Vermeer BC1500 Wood Chipper. Sourcewell Government Contract #031721-VRM Member ID: 40307
Tiny Mobile Robots Quote Quote for Autonomous Robot Painter
ATTACHMENT 2
635
Budget Decision Package
$100,699.00
$104,895.00
$205,594.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00436
Status: Budget Review
Title: New Position Request - Landscape Inspector
Department: Parks & Recreation Priority: 2
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
New Program/Initiative
Landscapes are living entities that require proper planning, maintenance, and rejuvenation. If not well planned, properly cared for, and maintained, then landscapes deteriorate faster than their planned life cycle leading to increased replacement costs. If not properly designed, and installed, then there is a large potential for future failure and loss of the landscape which leads to expensive remediation.
This position will aid in the maintenance and upkeep of the continually growing City landscapes and assist Community Development as a landscape plan checker and an additional set of eyes during landscape construction.
The employee's role will be to:
1. Perform landscape inspections throughout Community Funded Districts (CFD's) and Lighting and Landscape Areas.
2. Maintain records of inspection and daily construction activities.
3. Perform plan checking of subdivision maps, parks and construction plans and review construction documents with the Engineering and Development Departments.
4. Propose and execute landscape maintenance projects (mulch, plant replacements, water conservation projects).
5. Respond to Public Stuff requests.
6. Additional Parks roles a needed, for example, the Community Garden Manager.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
269 9176 5111 Landscape Inspector - CFD Split
Cost for one Full-Time Landscape Inspector will be split between the CFDs (70%) and project specific development codes (30%).
$3,326.00 $3,465.00
101 9520 5111 Landscape Inspector - Plan Review Codes
Cost for one Full-Time Landscape Inspector will be split between the CFDs (70%) and project specific development codes (30%).
$43,200.00 $45,000.00
269 9177 5111 Landscape Inspector - CFD Split $6,854.00 $7,140.00 269 9178 5111 Landscape Inspector - CFD Split $14,414.00 $15,015.00 269 9179 5111 Landscape Inspector - CFD Split $10,282.00 $10,710.00 269 9180 5111 Landscape Inspector - CFD Split $2,923.00 $3,045.00 269 9181 5111 Landscape Inspector - CFD Split $1,714.00 $1,785.00
ATTACHMENT 2
636
269 9182 5111 Landscape Inspector - CFD Split $605.00 $630.00 269 9183 5111 Landscape Inspector - CFD Split $14,717.00 $15,330.00 269 9184 5111 Landscape Inspector - CFD Split $2,016.00 $2,100.00 269 9185 5111 Landscape Inspector - CFD Split $3,326.00 $3,465.00 269 9186 5111 Landscape Inspector - CFD Split $4,334.00 $4,515.00 269 9188 5111 Landscape Inspector - CFD Split $3,125.00 $3,255.00 269 9189 5111 Landscape Inspector - CFD Split $5,040.00 $5,250.00 269 9192 5111 Landscape Inspector - CFD Split $706.00 $735.00 269 9193 5111 Landscape Inspector - CFD Split $1,714.00 $1,785.00 269 9194 5111 Landscape Inspector - CFD Split $4,939.00 $5,145.00 269 9195 5111 Landscape Inspector - CFD Split $504.00 $525.00 213 9175 5111 Landscape Inspector - CFD Split
L&L
$20,160.00 $21,000.00
101 9520 5199 offset for charging to projects
charge out to projects
($43,200.00) ($45,000.00)
Total $100,699.00 $104,895.00
Section 3 - Detailed Information
Objectives/Need for Request:
Landscapes exist to be aesthetically pleasing, water efficient, to promote mental health, reduce the urban heat island effect and improve property values.
Currently our landscapes are failing. Plants and trees are aging out, succumbing to urbanization and climate change, and landscapes are being degraded and not functioning as fully intended.
The objective of this position is to help support the landscapes and the City in maintaining them. The employee will be working with maintenance contractors to ensure that they are maintaining the landscapes to the full extent of their contract. They will be addressing deficiencies within the landscape by infilling missing plant material, mulching barren areas to reduce pesticide use and promote healthy soils, and rebuilding our urban tree canopy. They will also be analyzing the budget to see how we can most efficiency use City funds to promote healthy landscapes.
Consequences of Not Funding:
Without adequate staffing to oversee the maintenance and upkeep of the landscapes, and without someone who is focused on reviewing landscape construction documents, the landscapes will continue to degrade and there is a high probability that issues will be missed in the landscape document reviews leading to improperly installed landscapes that costs the City hundreds of thousands of dollars in future repair work.
A current issue we are correcting is where City maintained trees are causing damage to private sidewalks. The damage is causing the sidewalks to be out of ADA compliance creating trip hazards which have become a liability to the City. The repairs and replacements of the damaged sidewalks will cost approximately $300,000 this fiscal year to shave the hazards and replace sidewalks when concrete shaving is not an option due to the severity of the lift. Much of the damage could have been prevented if there was a person devoted to plan review and inspecting the landscapes while being installed.
Not funding this position may also lead to increased costs to contract out plan inspections to companies not as familiar with City goals and standards.
ATTACHMENT 2
637
Alternatives Considered:
Alternative 1: Hire a part-time Tier 1, 999-hour staff person to assist the Senior Project Manager for CFD maintenance and plan review. If additional help is not granted, the level of service will diminish as there are not enough hours to effectively oversee all tasks needed.
Alternative 2: Continue on the current trajectory where projects take multiple years to complete, the landscape suffers and declines, and new landscape projects are not scrutinized to the level they should be.
Section 4 - Attachments
Attachment Attachment Description
New Position Request Form - Landscape
Inspector
ATTACHMENT 2
638
Budget Decision Package
$94,500.00
$96,500.00
$191,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00437
Status: Budget Review
Title: New Position Request - Measure E Trails Groundskeeper Department: Parks & Recreation Priority: 2
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
New Program/Initiative
The City’s trail systems and open spaces are managed and maintained by the Parks & Recreation Department. As we continue to add new trails and open spaces which require additional maintenance, there is an immediate need for a new position to help maintain them. Parks operations is already strained, and understaffed, in 2008 the Parks operations team employed 19 people and currently we have only 16 employees. One reason for the decline in total staff members was due to restructuring of the division however, the City has also substantially increased the number and size of parks since then, an increase of 54 acres of Park-maintained property, 12 miles of new trails, 46,000 of new building facilities and 14 new public art installations. This year alone, the Southport Levee Trailhead and the North River Walk Trail Extension Project are in construction, without added staffing, these new/improved areas and facilities will not be able to be maintained at an adequate level causing them to deteriorate faster than their planned life cycle which will lead to increased repair and replacement costs. An additional Groundskeeper and funding for a leased vehicle and Uniform/Personal Protective Equipment (PPE), would offer support for building a better trail and open space management program to improve overall conditions, while also allowing the City to develop more well-rounded maintenance schedules.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
110 9520 5111 Measure E - New Position (Measure E Trails Groundskeeper)
Requested Measure E funding for a full-time
Groundskeeper position.
$78,000.00 $80,000.00
110 9520 5215 Uniform/PPE/L39 Boot Reimbursement Budget Requested ongoing funding for Uniform/ Personal
Protective Equipment (PPE) and Local 39 Boot
Reimbursements.
$1,500.00 $1,500.00
110 9520 5572 Lease of a new vehicle for the Measure E Trail and Open Space Groundskeeper
Estimated Lease of a new vehicle for the Measure E Trail and Open Space Groundskeeper.
$10,000.00 $10,000.00
110 9520 5255 Vehicle Fuel
Estimated fuel for the Measure E Trail and Open Space
Groundskeeper vehicle.
$3,000.00 $3,000.00
110 9520 5255 Vehicle Maintenance
Estimated funding for vehicle maintenance for the
Measure E Trail and Open Space Groundskeeper vehicle.
$2,000.00 $2,000.00
Total $94,500.00 $96,500.00
ATTACHMENT 2
639
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this report is to request additional funding to hire one groundskeeper to better manage our new trail improvements and open spaces. This will allow for proper maintenance to ensure new assets, facilities, and parks are maintained to an acceptable level allowing them to reach the desired lifespan and reduce unnecessary repair and replacement costs.
Consequences of Not Funding:
Failure to fund this position will result in a lack of staffing needed to maintain basic safety standards and ensure proper lifespan and public use of new trail improvements, like the Southport Levee Trailhead and the North River Walk Trail extension, and open spaces.
Alternatives Considered:
1. Using contractors for trails and open space maintenance Pro: No need for additional Parks Operations Staff
Con: less adaptability in scheduling and control of work, excessive cost and time spent managing contractors, increased downtime of park elements while waiting for contractor response, less oversight and control over areas that require constant daily oversight and maintenance (i.e., new restroom facilities at the Southport Levee Trailhead)
2. Fund Extra Help positions in place of Full Time Employee Pro: possible cost savings
Con: year-round full-time staff is necessary to support a successful, comprehensive maintenance operation.
3. Not fund the vehicle saving $15,000 annually
Pro: cost savings
Con: Reduced vehicles available for other maintenance activities and staff.
Section 4 - Attachments
Attachment Attachment Description
New Position Request Form (Measure E
Trails Groundskeeper)
New Position Request Form (Measure E Trails Groundskeeper) Measure E Analysis Measure E Analysis
Job Description - Groundskeeper Job Description - Groundskeeper
ATTACHMENT 2
640
Budget Decision Package
$0.00
$81,000.00
$81,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00438
Status: Budget Review
Title: New Position Request - Parks Groundskeeper
Department: Parks & Recreation Priority: 2
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
New Program/Initiative
As the City continues to renovate parks, the workload of The Parks Operations Department increases. Many parks that are currently managed and maintained by Parks are simple low maintenance designs, but many new park improvements have more sophisticated designs that require significantly more maintenance and additional oversight and time. A good example is the Westacre Park Renovation and Expansion Project, which is currently in design.
Parks operations is already strained, and understaffed, in 2008 the Parks operations team employed 19 people and currently we have 16 employees. One reason for the decline in total staff members was due to restructuring of the division however, the City has also substantially increased the number and size of parks from then to now, an increase of 54 acres of Park-maintained property, 12 miles of new trails, 46,000 of new building facilities and 14 new public art installations.
Currently, Westacre Park has a small basic skatepark, basketball courts, playground equipment, a small uncovered picnic area, a few small trash barrels, and one athletic field. The new design not only creates a larger maintenance footprint, but includes not only expanded facilities, but new amenities. The new design will include a larger skatepark with a covered skate area and a maintenance building, new play features with custom playground equipment, walking paths, basketball courts, pickleball courts, a labyrinth, picnic area/amphitheater, additional trash cans and enclosures, renovated sports field, additional landscaping, a new restroom facility, and a new water feature. Per grant funding requirements, the construction of the Westacre Park Renovation and Expansion Project improvements must be completed no later than June 30, 2025, and this new position is requested for Fiscal Year 2024/2025.
Without added staffing, these new/improved areas and facilities will not be able to be maintained at an adequate level causing them to deteriorate faster than their planned life cycle which will lead to increased repair and replacement costs. An additional Groundskeeper would offer needed support to newly renovated and existing parks to improve overall conditions, while also allowing the City to develop more well-rounded maintenance schedules.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9520 5111 New Position - Groundskeeper
General funding requested to fund one Groundskeeper
position in FY 2024/2025.
$0.00 $80,000.00
101 9520 5215 Uniform/PPE/L39 Boot Reimbursement Budget Requested ongoing funding for Uniform/ Personal
Protective Equipment (PPE) and Local 39 Boot
Reimbursements.
$0.00 $1,000.00
Total $0.00 $81,000.00
ATTACHMENT 2
641
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to request funding for one additional Groundskeeper position to better manage our newly renovated/improved parks. This will allow for proper maintenance to ensure new assets, facilities, and parks are maintained to an acceptable level allowing them to reach the desired lifespan and reduce unnecessary repair and replacement costs.
Consequences of Not Funding:
Failure to fund this position will result in lack of staffing needed to maintain basic safety standards and ensure proper lifespan and public use of newly renovated, improved, and expanded parks such as Westacre Park.
Alternatives Considered:
1. Using contractors for park maintenance
Pro: No need for additional Parks Operations Staff,
Con: less adaptability in scheduling and control of work, excessive cost and time spent managing contractors, increased downtime of park elements while waiting for contractor response, less oversight and control over areas that require constant daily oversight and maintenance (i.e., Westacre Park water feature)
2. Fund Extra Help positions in place of Full Time Employee Pro: possible cost savings
Con: year-round full-time staff is necessary to support a successful, comprehensive maintenance operation.
Section 4 - Attachments
Attachment Attachment Description
New Position Request Form -
Groundskeeper
Job Description - Groundskeeper
Westacre Park Expansion & Renovation
PowerPoint
Current Westacre Park Satellite Image
ATTACHMENT 2
642
Budget Decision Package
$72,338.00
$75,920.00
$148,258.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00439
Status: Budget Review
Title: New Position Request - Recreation Coordinator (Athletics & Special Events) Department: Parks & Recreation Priority: 0
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Currently, the athletic department has a full time Recreation Supervisor & Recreation Coordinator who manages all Youth, Teen, & Adult Athletic activities in the City. Responsibilities include, managing ball field & park rentals, lessons and clinics, leagues and tournaments, spring/summer camps and supervising over 600 teams and 7,500 participants annually. In order keep up with current programming, support the increase of programs, and continue to provide quality programs in a safe environment, it is critical to the athletic department that an additional staff member be funded to support continued growth in the Youth & Teen Athletics program.
In addition, a full-time Special Event Supervisor oversees the coordination and approval of all special events and park rentals in the City. Over the last 10 years the number of special events has increased significantly. The size of these events ranges from 100 to 15,000 people; and some of these events are also qualify as park rentals. Many of these events and rentals occur in the evenings or on the weekends and staff is needed to help oversee them to ensure City policies and agreements are followed. In June 2022, the City Council approved a new per-participant fee which allows the City to charge up to $2.00 per participant for all Special Events of 100 participants or more, as applicable. These feels will fund a portion of this position.
In order to keep up with current athletic programs, support the growth of athletic programs, and the increase in special event and rental activity, funding for an additional full-time staff person is requested. This position will allow for improved coordination and efficiencies between park users and City staff and assist with City special event, park, and facility rental processes.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9515 5111 New Recreation Coordinator (56% General Fund) Funding request from the General Fund covering 56% of
the position salary with part offset by special event revenue $56,000.00 $58,800.00
108 9510 5111 New Recreation Coordinator (44% Measure K) Funding request from Measure K covering 44% of the
position salary.
$44,000.00 $46,200.00
101 9554 5111 New Recreation Coordinator (25% Special Events) Charge out to Special Event cost center with fee revenue covering 25% of the position salary.
$25,000.00 $26,250.00
101 9515 5112 Eliminate one Tier 2 Extra Help Position from 1019515 Eliminate one Tier 2 Extra Help Position from 1019515-
5112
($26,982.00) ($27,357.00)
101 9500 4790 WO Internal Revenue (Special Events)
Revenue from Special Event Fees to fund 25% of the
position costs.
($25,000.00) ($26,250.00)
ATTACHMENT 2
643
101 9515 5114 Cell Phone Stipend/Data Plan
Funding for ongoing Cell Phone Stipend & Data Plan.
$984.00 $984.00
101 9515 5220 Ipad for field work
One-time funding for a iPad needed for field work.
$1,000.00 $0.00 Yes
101 9515 5256 Memberships/Dues
Fees for Memberships/Dues.
$500.00 $500.00
101 9515 5121 Eliminate one Tier 2 Extra Help Position from 1019515 ($392.00) ($397.00) 101 9515 5122 Eliminate one Tier 2 Extra Help Position from 1019515 ($2,772.00) ($2,810.00) Total $72,338.00 $75,920.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to obtain funding for a new Recreation Coordinator that will support the Youth & Teen (5 -17) Athletic programs, park rentals, and Special Events.
Consequences of Not Funding:
Without an employee to help oversee youth and teen athletic programs and special events and park rentals, staff will be unable to expand youth & teen athletics and may need to cap the number of participants in each program. In addition, with the number special events in the City continuing to grow, and with most of these events occurring in the evenings and on weekends, a staff member is needed to be present to help ensure that City policies are followed and to document any issues relating to the event. Not having staff on site during events could result in municipal code violations, city property damage and an uptick in resident complaints.
Alternatives Considered:
1. Use Extra Help staffing for youth & teen athletics and Special Events and park rentals - This is challenging as the youth & teen staff members are already spread thin at current programming levels, program expansion would not occur and caps on participant numbers may need to be instituted to keep the staff to participant ratio at a safe level.
Additionally, Revenue generated by youth and teen programs will be reduced. Special Events and youth/teen programs require consistent full-time oversight. Extra Help employees are typically younger individuals that do not have an authoritative presence which is required for these events and rentals that can reach an attendance of up to 15,000 people. Extra help staffing is also limited to 999 hours, which makes year-round programming and oversight by a part time staff difficult to complete within the allotted annual hours.
2. To not fund a staff member – This is not recommended as event oversight will need to be handled by current staff members which will reduce available hours during the work week and cause delays in other areas of responsibilities.
3. To not backfill the vacant Tier II position at the Rec Center and also eliminate a second Tier II position at the Rec Center, freeing up $61,680 for the New Recreation Coordinator position. Including the $25,520 in Special Event revenues, only $12,284 would be needed from Measure K.
Section 4 - Attachments
Attachment Attachment Description
New Position Request Form - Rec
Coordinator (Athletics & Special Events)
Job Description - Recreation Coordinator
(Athletics & Special Events)
Measure K Analysis - Recreation
Coordinator (Athletics & Special Events)
ATTACHMENT 2
644
Budget Decision Package
$58,786.88
$58,786.88
$117,573.76
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00443
Status: Budget Review
Title: Increase Cell Phone Stipend
Department: City Manager's Office Priority: 2
Contact: Liane Lee Phone: (916) 617-4510
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
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 most popular providers and single phone line data plans and recommends an increase in the smart phone stipend from $91 to $124; and increase of $59,400 annually. Currently the cost for the cell phone stipends across all cost centers is $163,800, with the total cost annually of $223,200 including the increase.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9910 5118 Increase Cell Phone Stipend
To cover increase cost of what is currently being provided. $25,027.20 $25,027.20
104 9910 5118 Increased Cell Phone Stipend $14,965.00 $14,965.00 110 9910 5118 Increased Cell Phone Stipend $526.68 $526.68 106 9020 5118 Increased Cell Phone Stipend $923.00 $923.00 108 9910 5118 Increased Cell Phone Stipend $792.00 $792.00 201 9210 5118 Increased Cell Phone Stipend $1,287.00 $1,287.00 215 9230 5118 Increased Cell Phone Stipend $495.00 $495.00 254 9555 5118 Increased Cell Phone Stipend $396.00 $396.00 269 9179 5118 Increased Cell Phone Stipend $317.00 $317.00 501 9400 5118 Increased Cell Phone Stipend $3,069.00 $3,069.00 506 9600 5118 Increased Cell Phone Stipend $3,861.00 $3,861.00 610 9650 5118 Increased Cell Phone Stipend $1,188.00 $1,188.00 650 9310 5118 Increased Cell Phone Stipend $3,564.00 $3,564.00 652 9040 5118 Increased Cell Phone Stipend $396.00 $396.00 653 9661 5118 Increased Cell Phone Stipend $1,980.00 $1,980.00
ATTACHMENT 2
645
Total $58,786.88 $58,786.88
Section 3 - Detailed Information
Objectives/Need for Request:
California Labor Code §2802 requires employers to reimburse employees for any necessary expenses or losses they incur while doing their job. The reimbursement owed for employee use of their personal cell phone is a reasonable percentage of the employees’ cell phone bills. Employers have a duty to determine what that reasonable percentage is, and to reimburse their employees accordingly. Employers should take adequate steps to accurately ascertain what level of reimbursement is reasonable for their employees. Many City employees utilize their cell phones to make work related calls, hold Team/Zoom meetings, access work email as well as a myriad of other work-related platforms to accomplish their work. As well, providing a reasonable cell phone stipend is part of offering a comprehensive benefits package which is essential for attracting and retaining employees.
Consequences of Not Funding:
Inconsistency Labor Code 2802 in not reimbursing staff for the reasonable cost of use of phone for work purposes.
Alternatives Considered:
Continue to under-reimburse or provide employees with City issued cell phones which is more costly than providing a cell phone stipend. Average cost of a cell phone is $652 with additional cost for service plan, data plan, IT personnel's time to maintain the device, device retrieval after employee termination.
Section 4 - Attachments
Attachment Attachment Description
Phone Stipend Over All Cost Centers
10.13.22 Excel spreadsheet of phone stipend cost over all cost centers as of
10.13.22
ATTACHMENT 2
646
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00444
Status: Budget Review
Title: Addition of Cesar Chavez and Juneteenth as City Paid Employee Holidays Department: City Manager's Office Priority: 1
Contact: Liane Lee Phone: (916) 617-4510
Mandatory: No
Section 1 - General Information
Strategic Plan:
Muncipal Workforce & Management Diversity
Description:
Project Type:
Significant Increase
The City Council has provided direction to add Cesar Chavez Day (March 31) and Juneteenth (June 19) as two city paid employee holidays in support of their initiative to have a diverse municipal workforce which is reflective of the City of West Sacramento community. 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 General Fund and $113,000 All Funds (including General Fund). As the City is looking to add two holidays cost would be double: $156,000 General Fund and $226,000 All Funds (including General Fund). This package would not add overtime budget at this time, but overtime costs incurred after adding the holidays will be evaluated and if additional overtime budget is needed, an appropriation will be requested at mid-term.
Section 2 - Costs
Section 3 - Detailed Information
Objectives/Need for Request:
Recognize the value and importance of contributions made by African Americans, farmworkers and laborers by celebrating and creating space for these two holidays in support of diversity, equity and inclusion.
Consequences of Not Funding:
No consequence of not funding the two additional holidays, however support by the Council of these holidays recognizes the value and importance of the contributions made by African Americans, farmworkers and laborers.
Alternatives Considered:
Not providing the Cesar Chavez and Juneteenth as city paid holidays.
Section 4 - Attachments
Attachment Attachment Description
Holiday Costing
ATTACHMENT 2
647
Budget Decision Package
$230,000.00
$0.00
$230,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00446
Status: Budget Review
Title: Network Switch and Router Replacement
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
This project would replace the City's remaining 23 Cisco 3560 network switches along with two Cisco 1841 routers that are in use for both YECA and the Sacramento Sheriff. The Cisco 3560 network switches have reached replacement age (10 years) by I.T. standards for network equipment and are at the end of their life and no longer directly support by Cisco. These network switches are currently in operation at Fire Station 45, Police Department, South River Road, Port, Recreation Center, City Hall, and the Community Center. The routers are past their end-of-life period and are obsolete.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5239 Network Switch and Router Replacement
The City's network, including Fire Station 45, the Police Department facility, South River Road, City Hall, and the Recreation Center, are currently depending upon
equipment that is either obsolete already or at the end of its planned life. This equipment is no longer supported by the manufacturer, and should be replaced to avoid
equipment failure and security issues.
$230,000.00 $0.00 Yes
Total $230,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The primary objective is to replace the City's aging I.T. infrastructure and account for the increase in devices at several locations that are out of space. Fire Station 45, Police Department, South River Road, Port, Recreation Center, City Hall, and the Community Center will be able to use the latest networking features that will not only improve security, but allow IT to provide higher quality services. The increase port count for several locations will provide additional services to areas like the EOC, Police Community Rooms and Galleria.
Consequences of Not Funding:
If we do not replace the network switches and routers, we will not receive any security and system patches from Cisco, which could leave us vulnerable if an exploit for those systems becomes available. It also increases the chances of incompatibility issues with networking equipment that has already been upgraded. If hardware problems arise, we would no longer be able to obtain the system replaced or repaired and would have to go to the 3rd party market to purchase a used replacement, as these products are no longer being sold. This could result in longer downtime for our end users and potential life safety issues in the interim. Since the pandemic, lead times both new and used equipment have increased leading to the likelihood of an extended outage until parts are procured.
ATTACHMENT 2
648
Alternatives Considered:
The equipment is necessary for communication to our remote locations and to protect our Police department from outside agencies as required by DOJ. The only viable alternative is to not replace the equipment at this time and revisit this issue during the next budget cycle or when we have a major equipment failure. This is not recommended due to the age of the equipment and lack of product support.
Section 4 - Attachments
Attachment Attachment Description
Cost Estimate This attachment shows the projected cost for the subject network equipment. These are estimates based on Dean's experience with similar equipment.
ATTACHMENT 2
649
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00448
Status: Budget Review
Title: Bear Electrical Services
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
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 this contract was originally approved by Council, the City had two FTE's in Traffic and Transportation. Staffing levels proved insufficient for the amount of repairs and maintenance required, and eventually both positions were vacated and have remained so. This necessitated full reliance on BES for all of the City's traffic signal, streetlight, and associated repairs and maintenance.
Staff has reviewed the work done and the timeline it has been completed in, and has determined it is currently more effective to continue to outsource all traffic related repairs and maintenance rather than attempt to properly staff the Traffic and Transportation division, which would require additional positions.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
201 9212 5215 Transfer to Bear Electrical Contract (5261) move to Bear Electrical contract
($1,000.00) ($1,000.00)
201 9212 5240 Transfer to Bear Electrical Contract (5261) ($100,000.00) ($100,000.00) 201 9212 5257 Transfer to Bear Electrical Contract (5261) move to Bear Electrical contract
($13,500.00) ($13,500.00)
201 9212 5255 Transfer to Bear Electrical Contract (5261) move to Bear Electrical contract
($17,000.00) ($17,000.00)
201 9212 5261 Bear Electrical Services Contract
Move all O&M appropriations into Bear Electrical contract $136,000.00 $136,000.00
201 9212 5221 Transfer to Bear Electrical Contract (5261) move to Bear Electrical contract
($1,000.00) ($1,000.00)
201 9212 5256 Transfer to Bear Electrical Contract (5261) move to Bear Electrical Contract
($2,500.00) ($2,500.00)
201 9212 5212 Transfer to Bear Electrical Contract (5261) Move to 5261
($1,000.00) ($1,000.00)
Total $0.00 $0.00
ATTACHMENT 2
650
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this Decision Package is to move the majority of the Operations and Maintenance Funds from their current object codes in the Road Fund O&M budget to the 5261-Professional Services object code to allow funding for Bear Electrical Systems to continue providing all maintenance and repairs for the City. This would allow the contract to be amended so that the annual not-to-exceed amount will be $161,000 instead of the current value of $25,000. In addition, as there are many special projects throughout the City that other Departments need Traffic Signal/Streetlight/Other lights services for, there will be an additional allowance of $100,000 added per year to the contract on a pre-approved, pre-funded basis for special requests from other Departments, to ensure that the funds appropriated for repairs and maintenance stays intact for that purpose.
Consequences of Not Funding:
The consequences of not funding this request will result in not being able to properly maintain the traffic signals throughout the City, which is a state mandated requirement. In addition, streetlights would not be able to be repaired and flashing beacons would go unmaintained. The nominal annual contract value (which was put in place when there were two FTE's on staff) would need to be reserved for emergency repairs only.
Alternatives Considered:
One alternative is attempting to re-staff the two vacant positions; however, this alternative is not ideal as practice showed two FTE's are not adequate to perform the maintenance, repairs, and be on-call even with the help of the oncall contractor. Additional positions would need to be added for the City to fully take over these services again.
Section 4 - Attachments
ATTACHMENT 2
651
Budget Decision Package
$180,000.00
$260,000.00
$440,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00449
Status: Budget Review
Title: Replace/Purchase PW Large Vehicles
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:
Significant Increase
The City currently owns an aging fleet of heavy-duty vehicles used for Stormwater and the Water and Sewer Enterprise Funds. These vehicles have reached the end of their useful life and are in a stage of constantly needing repairs. The proposal is to purchase (finance) new vactor trucks to replace the existing equipment and to gain an additional piece of equipment dedicated to stormwater maintenance. Rental budget is requested to allow for rental of equipment as needed until the new equipment is delivered and while existing equipment is undergoing maintenance.
The purchase of water and sewer equipment will ultimately be funded by water and sewer rates, which are in process of being updated to include operational needs such as this.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
215 9230 5245 Equipment Rentals
To rent a vactor truck for 6 months each year while
awaiting delivery of purchased equipment
$60,000.00 $30,000.00 Yes
506 9611 5245 Equipment Rentals
Rental of a Vactor or similar piece of equipment; current rental rates are $15,000/month
$60,000.00 $30,000.00 Yes
501 9410 5245 Equipment Rentals
Rental of a Vactor or similar piece of equipment; current rental rates are $15,000/month
$60,000.00 $30,000.00 Yes
215 9230 5572 Financing Costs for Vactor Truck
annual financing cost for vactor truck
$0.00 $42,500.00
501 9410 5572 Financing Costs for Vactor Truck
annual financing cost for vactor truck
$0.00 $42,500.00
506 9611 5572 Financing Costs for Vactor Truck
annual financing cost for vactor truck
$0.00 $85,000.00
Total $180,000.00 $260,000.00
ATTACHMENT 2
652
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this decision package is to appropriate funds for the purchase (annual financing cost) of three new vactor trucks or other large similar piece of equipment for water, sewer, and stormdrain maintenance and to provide an adequate budget for rental requirements until the equipment is delivered due to existing aging equipment undergoing maintenance. Based on current downtime of existing equipment, the following funds need to be added to the rental budget (object 5245):
215-9230-5245 (Stormwater); 4 months rental of a Vactor or similar piece of equipment; current rental rates are $15,000/month
506-9611-5245 (Water Distribution): 4 months rental of a Vactor or similar piece of equipment; current rental rates are $15,000/month
501-9410-5245 (Sewer): 4 months rental of a Vactor or similar piece of equipment; current rental rates are $15,000/month
Consequences of Not Funding:
Not funding the rental budget means that City staff cannot adequately perform required and necessary services, especially during the fall/winter seasons where the need is greatest. It is financially more feasible to finance replacement vehicles, however, equipment will still need to be rented until the new equipment may be delivered.
Alternatives Considered:
Continue renting equipment at a higher overall cost.
Section 4 - Attachments
ATTACHMENT 2
653
Budget Decision Package
$20,000.00
$0.00
$20,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00450
Status: Budget Review
Title: WTP Electric Utility Cart
Department: Public Works Priority: 3
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The Water Treatment Plant is a large campus that encompasses 20 acres. Part of the daily responsibilities of the Water Treatment Plant Operators are to inspect and review all of the various outbuildings across the campus. To make this requirement as efficient as possible, an electric utility cart is provided for the Operator conducting the inspections to allow easier response to the buildings. This cart is no longer in service and, after inspection by the Fleet Mechanics, has been deemed irreparable.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9610 5575 WTP Electric Utility Cart
One time funds for a new Electric Utility Cart.
$20,000.00 $0.00 Yes
Total $20,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this decision package is to allocate one-time funds to the Water Treatment Plant for an Electric Utility Cart for the Water Treatment Plant Operator to utilize to conduct mandated inspections.
Consequences of Not Funding:
While the campus is large, it is also walkable. However, requiring the operator to walk between the various buildings requiring daily inspection increases the amount of time required to complete these duties, and increases the possibility of work-related injuries in the event of an alarm at the main plant and the Operator trying to hurry back.
Alternatives Considered:
One alternative considered is using one of the Water Treatment Plant fleet vehicles. This would not be ideal as some of the buildings are not at drive-up locations, and additional fuel costs would be incurred due to the constant on/off of the vehicle or leaving it idling during the inspections. Also, there is not always a fleet vehicle available when other WTP staff are performing other duties.
Section 4 - Attachments
ATTACHMENT 2
654
Budget Decision Package
$173,142.43
$0.00
$173,142.43
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00451
Status: Budget Review
Title: Mobile Data Terminal Replacements (Patrol Car Computers) 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:
One Time Expenditure
The Police Department is requesting funding to replace the aging patrol vehicle computers (also known as Mobile Data Terminals (MDTs)). Patrol Officers rely on the computers to receive dispatch calls and updates which are critical to patrol operations. The computers are also used for person and property searches including CLETS inquires which provides critical information such as wanted persons or vehicles. The computers are considered vital equipment and as such, vehicles without operable computers are taken out of service until such time as a working computer is installed.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9113 5575 MDT Replacement
Replacement of Mobile Data Terminals that are nearing
end of life for Police Patrol Vehicles.
Other than staff time needed for maintenance and
installation, there are no additional on-going costs for the life of the computers. However, the department requests and highly recommends creating a replacement schedule
for the MDT’s and budget yearly for the replacement of
these computers in the future.
$173,142.43 $0.00 Yes
Total $173,142.43 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of replacing the MDT’s is to keep patrol vehicles operable and patrol operations equipped with the hardware and technology necessary to keep the community safe.
Consequences of Not Funding:
The consequences of not funding would include the necessity of using old computers which are prone to failure.
Computer failures would impact patrol operations and I.T. staff time.
Alternatives Considered:
The only alternative is to continue using old computers until financing of new computers is secured.
Section 4 - Attachments
ATTACHMENT 2
655
Budget Decision Package
$25,903.19
($49,711.00)
($23,807.81)
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00452
Status: Budget Review
Title: Position Reallocation - Traffic to Roads
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The two Traffic Signals and Signs Division positions (Engineering Assistant III and Traffic Control & Lighting Technician I/II) are currently vacant and will remain so until such a time that the City can assess the proper staffing requirements to bring repairs and maintenance back in-house. To this effect, staff is requesting eliminating the two already funded positions from 101-9212 and adding them as Maintenance Worker/Senior positions in 201-9210 (Road Maintenance).
Road Maintenance is already demonstrably understaffed and additional positions would allow Public Works greater flexibility in responding to and repairing concerns that fall under this purview (pothole repairs, street maintenance, signs, weed abatement, tree maintenance, bus shelters, concrete repairs, illegal dumping, graffiti, street sweeping, and other special projects).
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
201 9210 5572 Vehicle
Vehicle purchase and upfitting (one truck per two
employees)
$75,000.00 $0.00 Yes
201 9210 5258 Training
Training as required for 2 FTE's
$2,000.00 $2,000.00
201 9210 5575 Equipment - iPad
iPads for 2 FTE's
$4,000.00 $0.00 Yes
201 9210 5255 Vehicle Maintenance
Maintenance and fuel costs
$3,000.00 $3,500.00
201 9210 5221 Verizon
Monthly iPad access for CMMS
$1,200.00 $1,200.00
201 9210 5215 Uniforms/PPE
Uniforms, boots, and PPE
$2,600.00 $2,600.00
201 9210 5212 Tools & Equipment
Initial purchase of tools and equipment
$1,200.00 $0.00 Yes
101 9212 5111 Eliminate positions - Personnel Costs
eliminate traffic control & lighting positions
($292,589.81) ($298,361.00)
201 9210 5111 Two Road Maintenance Worker Positions - Personnel Costs
two maintenance worker positions - based on pers tier 2, mid-range, 2 party medical
$229,493.00 $239,350.00
Total $25,903.19 ($49,711.00)
ATTACHMENT 2
656
Section 3 - Detailed Information
Objectives/Need for Request:
In January 2022, the Traffic Signals and Signs Division was partially split from Capital Projects and moved to Public Works. Since the split, both FTE positions have become vacant. During these vacancies, the on-call contractor, Bear Electrical Services (BES) was relied on to provide all repairs as well as perform required regular maintenance for all traffic signals, streetlights, flashing beacons, and other assets that are typically maintained by this division. This brought to light the fact that two FTE positions are not sufficient to perform all required maintenance duties, respond to regular repairs and emergency repairs, work on special projects, and remain on-call for after hours repairs. The contractor is performing admirably and the operations and maintenance budget is sufficient to cover all costs of the contract for the next two fiscal years.
Consequences of Not Funding:
There is an overwhelming need for maintenance workers due to the City's aging infrastructure. Not funding means that the City's roads will continue to be maintained at their current level, which is not sufficient to maintain the status quo.
Alternatives Considered:
Additional solutions for necessary Public Works positions are also being reviewed in the Utility Rate Study; however, those are for Enterprise Funds (Sewer, 501, and Water, 506) and do not affect the Roads division. The requirements to bring the Roads Division up to necessary staffing levels are also being reviewed in the Maintenance Gap decision package.
Section 4 - Attachments
Attachment Attachment Description
HR Approval Email
Roads New Position 1
Roads New Position 2
ATTACHMENT 2
657
Budget Decision Package
$78,000.00
$0.00
$78,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00453
Status: Budget Review
Title: Storm Vehicle
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Stormwater Flood Protection
Description:
Project Type:
One Time Expenditure
The Storm Division (215-9230) currently has two FTE positions but no vehicles assigned. All necessary equipment is currently borrowed from other Divisions.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
215 9230 5572 Vehicle
Purchase of Utility Work Truck
$75,000.00 $0.00 Yes
215 9230 5212 Tools for work truck
Purchase of tools for Storm Utility Work Truck
$3,000.00 $0.00 Yes
105 9910 5990 Transfer from GF
transfer to fund request
$78,000.00 $0.00 Yes
215 9230 4990 Transfer from GF
tsfr from GF
($78,000.00) $0.00 Yes
Total $78,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Purchase one Utility Work Truck for use by staff when responding to storm-related calls and service. This would include purchase of the vehicle, plus outfitting with tools as required to perform daily tasks.
Consequences of Not Funding:
Costs are not being adequately conveyed for Stormwater. Currently all vehicles and equipment used by employees in Storm are borrowed from other Public Works divisions, which sometimes impacts the ability for jobs to be completed.
Alternatives Considered:
Continue with not having a vehicle.
Section 4 - Attachments
ATTACHMENT 2
658
Budget Decision Package
$45,000.00
$0.00
$45,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00454
Status: Budget Review
Title: Facilities Vehicle
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:
Change to Existing Program/Service
Facilities was allocated a new position in January 2021 that did not come with funding for a vehicle. A new vehicle is necessary to allow all Facilities staff to efficiently respond to requests at all City Facilities.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9325 5212 Tools and upfitting
Tools for vehicle & buildout
$5,000.00 $0.00 Yes
104 9325 5572 Vehicle lease
vehicle purchase with upfitting
$40,000.00 $0.00 Yes
Total $45,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
To purchase a new light-duty work truck or transport van for a Facilities Maintenance Worker position, including upfitting and tools.
Consequences of Not Funding:
Currently two staff double up in one vehicle, which lessens the overall responsiveness of the Facilities Maintenance Division.
Alternatives Considered:
As an alternative to purchasing a vehicle, ongoing funds could be allocated for the lease of a vehicle. With interest rates rising, a purchase is more cost effective.
Section 4 - Attachments
ATTACHMENT 2
659
Budget Decision Package
$35,000.00
$35,000.00
$70,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00456
Status: Budget Review
Title: Route Reviews for SB1383 Compliance
Department: Community Development Priority: 1
Contact: Traci Kent-Stone Phone: (916) 617-4586
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
New Program/Initiative
Senate Bill (SB) 1383, Short-lived Climate Pollutants (SLCP), was signed into law in 2016 and is the most significant waste reduction mandate to be adopted in California in the last 30 years. In addition to the state-wide requirement to reduce organic waste (food waste, green waste, and paper products) disposal by 75% by 2025 and increase edible food recovery by 20% by 2025, jurisdictions are also required to meet recovered organic waste procurement targets. These targets are established by CalRecycle and are based on the City’s population as of 1/1/2021. Annually, the City is required by SB1383 to perform route reviews/lid lifts to ensure compliance with regulatory service requirements.
Regulations state the City, or a designee, may perform this function.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
511 9450 5261 Route Review Program
Our SB1383 Implementation Plan produced by R3
estimates route review costs to be about $25,000.00.
However, nearby jurisdictions (such as Davis) have
established route review contracts totaling
$40,000-$43,000 with a similar scope as ours. Staff
recommends a budget increase of $35,000 for each of the next two FY's (23/24 and 24/25) to execute a route review contract.
$35,000.00 $35,000.00 Yes
Total $35,000.00 $35,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this decision package is to fund and hire a consultant to create and implement a route review program to enforce SB1383 service requirements.
Consequences of Not Funding:
If staff is unable to hire a consultant to perform route review audits, this task would be left for City staff to accomplish which would require additional fulltime staff to manage. In addition, a route review audit inhouse might be far less efficient and effective than one developed and implemented by subject matter experts from the waste consultant industry.
Alternatives Considered:
The City's implementation plan presented by R3 indicates waste evaluations may be an alternative the City might consider as opposed to route review audits. However, waste evaluations come at a much higher cost than route review audits.
Section 4 - Attachments
ATTACHMENT 2
660
Budget Decision Package
$166,000.00
$167,470.00
$333,470.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00458
Status: Budget Review
Title: Strategic Communications and Community Outreach Improvements Department: City Manager's Office Priority: 1
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
At its 2023 strategic planning retreat, the Council expressed a strong interest in procuring a consultant to support the City for strategic and crisis communications. Relatedly, the Council has also made known its interest in expanding the City’s outreach to the community in order to improve engagement and reach populations that have not historically interacted much with the City. This decision package requests funding for a strategic planning consultant, web site improvements, translation software, and improved community outreach (including but not limited to door hangers, utility bill inserts, etc.) to improve the City’s ability to connect with residents.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9026 5254 Improved Outreach
This is an allowance to provide budget to pay for
implementing recommendations from the communications
consultant, including print or electronic media, in-person events, etc.
$20,000.00 $20,000.00
104 9026 5257 Translation Software
This software would help the City translate more written materials into other languages in order to improve the
City's ability to engage with residents for whom English is not their first language.
$12,000.00 $12,840.00
110 9018 5257 Customer-Facing Community Engagement Software This software, which is in use abroad but has not entered the U.S. market yet, will help the City's web site become a more effective resource for residents who are looking for opportunities to engage with the City. Possible uses
include coordinating volunteering opportunities, and
publicizing City or City-supported events.
$9,000.00 $9,630.00
104 9026 5261 Strategic and Crisis Communications Consultant This item implements Council direction from the 2023
strategic planning retreat.
$125,000.00 $125,000.00
Total $166,000.00 $167,470.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this effort is to help the City communicate effectively with residents. The strategic and crisis communications consultant will support a focused effort to get in front of key issues such as potholes, noise, illegal camping, and other matters that can become unnecessarily controversial, and to enhance the City’s communications capacity to address crisis situations. Other items in this request include allocations for web site improvements, translation and improved community outreach.
With expert guidance and improved outreach tools, staff anticipates being able to materially improve constructive resident engagement with the City.
ATTACHMENT 2
661
Consequences of Not Funding:
If this item is not funded, staff will endeavor to address the Council’s strategic communication and public outreach concerns with existing resources. However, the absence of a consultant’s expertise and additional outreach tools will make it difficult to achieve the level of improvement that the Council has requested.
Alternatives Considered:
Staff considered hiring additional staff rather than engaging a consultant; however, using a consultant provides multiple benefits, including flexibility, lower cost, and access to a deeper “bench” of content experts depending on the particular situation the City is addressing.
Section 4 - Attachments
Attachment Attachment Description
Background Materials for "With"
Engagement Software
This document describes the various modules available with this software.
The proposed pricing is for one module, likely the "events" feature that would appear on the City's website.
Background Materials for Pairaphrase
Translation Software
This document explains how the software works. While human translation is still preferred to produce the best results, this tool actually learns from those inputs in order to align results with the human translators.
ATTACHMENT 2
662
Budget Decision Package
$24,441.00
$31,963.25
$56,404.25
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00459
Status: Budget Review
Title: IT Reorg
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
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. This decision package proposes adding two IT Specialist positions and eliminating one Application Support Specialist as one part of a set of staffing adjustments to position IT to provide improved support to City departments at a reasonable cost.
Key components of the recommended approach include: (1) adding two IT Specialist positions and making IT Specialist a series (the II is the current classification and this request would add a lower level I classification); (2) create a series out of IT Technician and Application Support Specialist to be called Technical Support Specialist I/II, and (3) renaming IT Data Services Manager, Technical Services Manager, and Information Technology Business Services Coordinator to a new classification, IT Supervisor, which would have three different specialization areas described within it. The proposed reorganization would result in the same number of positions, as shown in the attachment; the changes to series for IT Specialist, title and series for Application Support Specialist and title for IT Data Services Manager, Technical Services Manager, and Information Technology Business Services Coordinator would be budget neutral.
Additionally, administrative support for procurement, contracting, paying invoices is needed in IT. This proposal assumes utilizing IT savings from the proposed reorganization to fund an additional $60,000 in contract IT support/professional services and transferring the remaining savings to Finance to help fund an Administrative Analyst I/II in the Procurement & Contracting division. Finance would trade extra help budget and professional services budget to offset a good portion of the remaining cost of the position leaving a net funding request of approximately $25,000 annually. Finance would take over processing all procurement, contracts, and accounts payable invoices for IT and the CMO department to alleviate burden on existing staff and to improve efficiency for the high volume of invoices and contracts processed by IT.
This reorganization will have multiple benefits. It will directly improve the City's cybersecurity and disaster recovery and resilience posture by dedicated an IT Specialist wholly to those critical functions. The proposed changes will materially improve IT support for the Fire Department by extending to Fire the current (and highly successful) dedicated staffing model in use at PD. The new model will facilitate transitioning some functions from staff to consultants, creating both efficiencies and improved service on enterprise applications. The proposed changes would also fill a critically needed role of providing administrative support to IT and additional procurement/contracting support to the remaining City departments through adding half of the position in the Procurement/Contracting division in Finance. Finally, the new organizational structure will promote internal recruitment and retention by allowing staff to develop relevant experience to qualify for increasingly responsible roles.
Section 2 - Costs
ATTACHMENT 2
663
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5111 Eliminate Sr Program Mgr Y-Rated
Eliminate vacant position
($212,438.00) ($212,742.00)
104 9034 5111 NEW IT Specialist I Positions (2)
NEW IT Specialist I positions (2)
$250,626.00 $258,145.00
104 9034 5111 ELIMINATE Two Application Support Specialist positions Eliminate vacant App Support positions
($269,397.00) ($275,166.75)
104 9034 5111 NEW Technical Support Specialist I position New Tech Support Specialist I position
$103,015.00 $106,105.00
104 9034 5261 Professional Services (Contract IT Support) Move salary savings to prof svc line item
$60,000.00 $60,000.00
104 9053 5111 NEW Administrative Analyst I/II (Finance) $67,500.00 $69,500.00 104 9053 5111 NEW Administrative Analyst I/II Finance
Split with CMO - may have this in admin or purchasing
$67,500.00 $69,500.00
104 9052 5112 Eliminate Finance Extra Help position
eliminate extra help
($27,365.00) ($28,378.00)
104 9051 5261 Reduce Finance Professional Services
Reduce misc professional services
($15,000.00) ($15,000.00)
Total $24,441.00 $31,963.25
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to create an IT organizational structure that aligns resources with needs, improves cybersecurity and disaster resilience, better supports public safety functions, and allows IT to provide excellent service to its customers across the City organization.
The proposed organizational structure will facilitate the assignment of an IT Specialist to both the Fire and Police departments, providing these IT-intensive, 24-hour functions with increased support. This approach will also create an IT Specialist position wholly devoted to cybersecurity and disaster resilience and recovery, materially improving the City's cybersecurity posture.
Consequences of Not Funding:
If this request is not funded, staff will continue to work diligently to provide the best possible service under the status quo. However, in the absence of the recommended changes, it may be necessary to recall dedicated staff from one or both public safety departments more frequently in order to maintain adequate service levels elsewhere in the organization.
Alternatives Considered:
In preparing this decision package, staff considered alternatives at both ends of the continuum. Following the departure of two support staff several months ago, IT purposefully did not fill the position in order to experiment with downsizing the staff and trying to make up the difference through efficiencies. This approach was found to be unsustainable because it puts too much stress on individual staff, results in slower service, and creates serious coverage issues when even one member of the remaining staff is on vacation or otherwise unavailable.
Staff also considered a much more ambitious set of proposals that would move IT more quickly towards the vision created by the consultants who wrote the City's IT Assessment, which calls for the creation of eight additional positions in IT to provide appropriate staffing. While that level of staffing remains a goal, the current environment does not allow for more ambitious staffing goals. The proposed reorganization creates increased capacity and allows staff to experiment with additional outsourcing as a force multiplier to allow IT to serve increasing demand as efficiently as possible.
Section 4 - Attachments
ATTACHMENT 2
664
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-00461
Status: Budget Review
Title: Code Enforcement Vehicle Purchase
Department: Community Development Priority: 2
Contact: Josh Hurley Phone: (916) 617-5001
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
A one-time purchase of four (4) new Code Enforcement vehicles to replace the four oldest vehicles within the current fleet. Additional costs of equipping the vehicles with lights, radios, and the proper hardware to host laptop computers is also included in this request. The four vehicles hoping to be replaced, range in age from 15-23 years old, and contain vehicle mileages ranging from 50,000-75,000 miles on the odometers. Not only do vehicle maintenance and repair costs continue to escalate on an annual basis, but due to the extreme age of these vehicles, some replacement parts have become non-existent and impossible to even purchase, when the inevitable vehicle breakdown occurs.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9130 5572 Vehicle cost and additional vehicle equipment for operation Current Code Enforcement vehicles range in age from 15- 23 years old, with rising maintenance costs, and a
potential inability for finding replacement parts.
$150,000.00 $0.00 Yes
Total $150,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
1. Provide safe, reliable, and completely functioning vehicles for everyday Code Enforcement duties.
2. Reduce the on-going maintenance costs associated with older vehicles.
3. Reduce fuel consumption/costs and atmospheric emissions associated with older vehicles.
4. Provide a quicker and more efficient level of service to the public.
5. Provide officer safety and communications.
Consequences of Not Funding:
1. Additional maintenance costs for parts and repair.
2. Potential complete loss of vehicles, due to the current age and potential inability to find replacement parts.
3. Inability to perform daily Code Enforcement duties of serving the community.
Alternatives Considered:
1. No replacement at this time, but this could reduce the current fleet of Code Enforcement vehicles on the street, and ultimately jeopardize the levels of service to the community.
2. Replace a portion of vehicles now and a portion at a later date, but again, this could reduce the current fleet of Code Enforcement vehicles on the street, and ultimately jeopardize the level of service to the community.
3. Lease the vehicles instead of purchase, which actually created the same if not higher overall costs, over the life of the vehicle, when analyzing the budget for the last Code Enforcement vehicle that was leased.
Section 4 - Attachments
ATTACHMENT 2
665
Budget Decision Package
$250,000.00
$0.00
$250,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00463
Status: Budget Review
Title: Cross Connection Survey & Assessment
Department: Public Works Priority: 0
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
Cross-Connection is an unprotected actual or potential connection between a potable water system used to supply water for drinking purposes and any source or system containing unapproved water or a substance that is not or cannot be approved as safe, wholesome, and potable. By-pass arrangements, jumper connections, removable sections, swivel or changeover devices, or other devices through which backflow could occur, shall be considered to be crossconnections. These are outlined in the California Code of Regulations: Title 17 Sections: 7583-7586, 7601-7605, 7625- 7627, and 7629.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9612 5261 Cross Connection Survey
Hiring a consultant
$250,000.00 $0.00 Yes
Total $250,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Staff recommends hiring a consultant to survey areas in the City to ensure that the potable water supply is safe. The consultant would determine locations that do not have backflow devices where they are required or where the one installed is not up to code and also determine the degree of hazard based on the location of each backflow device.
This information is a requirement for all Public Water Systems (PWS) and will ensure that staff are able to comprehensively conduct future inspections.
Consequences of Not Funding:
If a cross connection should occur and there is a contaminant in the distribution system, the City will be held liable.
Alternatives Considered:
Existing staff can continue to try to address the backlog of maintenance and attempt to determine locations that may not have or have inadequate backflow devices.
Section 4 - Attachments
ATTACHMENT 2
666
Budget Decision Package
$75,700.00
$55,700.00
$131,400.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00465
Status: Budget Review
Title: Online Permit and Development Customer Service Portal Department: Community Development Priority: 3
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Online permit and development customer service portals are advantageous software programs routinely used by other municipalities around the country. These programs offer various module options, with most offering intuitive zoning maps (offering consistent zoning information on projects and applications and saved staff time due to fewer basic zoning inquiries), automatic permit scoping (questions built into the program quickly offering building permit requirements to the public or businesses), and permit fee calculations (offered in real-time as applicants enter their project details). A program such as this would save staff time, encourage economic development, give the City valuable insights through offered analytics, and reduce compliance issues. It would also help the applicants/public by showing them where a project is allowed in the city, learn which permits are needed for their project, how much it costs, and how they can apply. Many of these softwares offer the ability to take these live-question modules and turn them into actual online permits within Accela Automation, the City's current permit services database, quickly turning the public's idea into a permit application.
Many of these softwares offer translation of permit and zoning information into hundreds of languages, allowing valuable permit information to be conveyed to non-English speaking households. Most importantly, members of the public often feel nervous or apprehensive contacting City staff about answers to simple home projects or business-start up ideas, that often lead to un-permitted work or a dead end of a potential business start-up. Staff believe a software like this will empower citizens and business owners by giving them the ability to discover information on potential projects for feasibility before applying, and by receiving answers to their questions at any time, in their own home or office.
This decision package has been coordinated with the City's IT Department as part of a mutual agreement on usage of the Technology Fee fund balance.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
650 9310 5261 First-Year Software Purchase, Setup, and Subscription First year request includes one-time set-up fees normally associated with this type of software implementation and software subscription costs as a one-time cost.
$75,700.00 $0.00 Yes
650 9310 5261 Second-Year Software Subscription
Second year request includes software subscription costs, paid for out of fund 650.
$0.00 $55,700.00
Total $75,700.00 $55,700.00
ATTACHMENT 2
667
Section 3 - Detailed Information
Objectives/Need for Request:
The primary objective of this decision package is to offer members of the public and business community the ability to conduct Community Development Department and Economic Development & Housing related activities 24 hours a day, 7 days a week, using a software platform.
Consequences of Not Funding:
If this request is not funded, members of the public will continue to rely on traditional means of acquiring permit requirements, fee estimates, zoning information, and potential business location information, causing a delay in receiving information. We believe that by using one of these software platforms, it can take current response times for this information from days to hours, by putting the power of research into the hands of the public by answering questions on the platform.
Alternatives Considered:
Alternatively, staff can continue service as status quo and not implement this software.
Section 4 - Attachments
ATTACHMENT 2
668
Budget Decision Package
$50,000.00
$50,000.00
$100,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00467
Status: Budget Review
Title: Maintenance - Equipment Repair/Replacement (Radios, SCBA, Tones) Department: Fire Priority: 1
Contact: Lynda Vargas Phone: (916) 617-4723
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
Increased cost and frequency of repairing and replacing aged (and often original/antiquated) equipment required for day-to-day operations. This funding would cover the estimated cost of ongoing repair/replacement of station alerting equipment, portable radio repairs and battery replacement, SCBA fill station repairs, and SCBA servicing/repairs.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9151 5240 Budget increase of $50k to Maintenance - Equipment Budget
Increased cost and frequency of repairing and replacing aged (and often original/antiquated) equipment required for day-to-day operations. This funding would cover the estimated cost of ongoing repair/replacement of station alerting equipment, portable radio repairs and battery
replacement, SCBA fill station repairs, and SCBA
servicing/repairs.
$50,000.00 $50,000.00 Yes
Total $50,000.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
This funding will allow for repair/replacement of aged/antiquated equipment required for firefighter safety, operations, and emergency communications.
Consequences of Not Funding:
Failure to increase this budget will result in an increasing shortfall as foregoing repairs/replacement is not an option.
Alternatives Considered:
N/A
Section 4 - Attachments
ATTACHMENT 2
669
Budget Decision Package
$65,268.26
$0.00
$65,268.26
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00468
Status: Budget Review
Title: Fire MDC Replacements
Department: Fire Priority: 2
Contact: Lynda Vargas Phone: (916) 617-4723
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities, Equipment and Vehicles Master Plan
Description:
Project Type:
One Time Expenditure
Replacement of 13 Fire mobile data computers (MDCs), docks and miscellaneous associated equipment. Fire MDCs are replaced every 5 years.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9151 5572 Fire MDC Replacements
See attachment for equipment details.
$65,268.26 $0.00 Yes
Total $65,268.26 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Replace existing MDCs that have reached end of life to help Firefighters in the field. These units will include Windows 10 and Office 365 software to be consistent with other City systems and will provide Two Factor authentication as required by DOJ.
Consequences of Not Funding:
Fire would continue to use the existing MDCs which are at end of life, having increased hardware issues due to age, and are out of warranty.
Alternatives Considered:
N/A
Section 4 - Attachments
Attachment Attachment Description
Quote from Lehr for MDCs Quote received from Lehr for MDC replacements.
ATTACHMENT 2
670
Budget Decision Package
$65,000.00
$65,000.00
$130,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00470
Status: Budget Review
Title: EV Charging Rate Subsidy
Department: Community Development Priority: 2
Contact: Jason McCoy Phone: (916) 617-4832
Mandatory: No
Section 1 - General Information
Strategic Plan:
Sustainable Mobility Systems
Description:
Project Type:
One Time Expenditure
Current projections for EV charging rates due to PG&E rates being higher than SMUD rates as well as costs for operations, maintenance, capital replacement, and staff tune result in a high estimated per kilowatt fee needed to recover the costs of the EV charging program. Staff estimates that EV charging fees will need to be set at 50 cent per kilowatt hour or higher for both Level 2 chargers and DCFC chargers to recover costs needed to operate, maintain, and replace the EV chargers installed. Furthermore, this fee will only be sufficient if enough EV owners charge at the stations planned for construction mid-2023. Staff anticipate that there may be a period of time before use of the new facilities (especially in the disadvantaged community zone) become regular occurrences. To encourage EV adoption staff is seeking one time, two FY short-term subsidy to offset the cost of charger operation, maintenance, and replacement. Once staff has more accurate data regarding EV charging use, the EV charging fee can be reevaluated and updated.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
111 9375 5950 EV Charging Rate Subsidy
Current projections for EV charging rates due to PG&E
rates being higher than SMUD rates as well as costs for operations, maintenance, capital replacement, and staff tune result in a high estimated per kilowatt fee needed to recover the costs of the EV charging program. Staff
estimates that EV charging fees will need to be set at
$0.50 cent per kilowatt hour or higher for both Level 2 chargers and DCFC chargers to recover costs needed to
operate, maintain, and replace the EV chargers installed.
Furthermore, this fee will only be sufficient if enough EV owners charge at the stations planned for construction
mid-2023. Staff anticipate that there may be a period of time before use of the new facilities (especially in the disadvantaged community zone) become regular
occurrences. To encourage EV adoption staff is seeking
one time, two FY short-term subsidy to offset the cost of charger operation, maintenance, and replacement. Once
staff has more accurate data regarding EV charging use, the EV charging fee can be reevaluated and updated.
$65,000.00 $65,000.00 Yes
219 9328 4990 Transfer into Parking Fund as Subsidy
transfer amounts for subsidy
($65,000.00) ($65,000.00) Yes
219 9328 5222 EV charging costs
Utility costs for EV charging
$65,000.00 $65,000.00 Yes
Total $65,000.00 $65,000.00
ATTACHMENT 2
671
Section 3 - Detailed Information
Objectives/Need for Request:
Staff has calculated that City costs may exceed what the market will bear, and therefore seeks City Council allocation of funding to support the Plug-in Partnership Program. The subsidy will provide time for staff to collect data, evaluate it, and to monitor use of the EV charging stations and modify rates based on that data. Funding will also be used to offset fees/rates to encourage use of EV charging stations. It our objective to have this incentive encourage EV adoption and to weather the current economic environment that may be challenging for some who are looking to take advantage of recently adopted Used EV incentive programs.
Staff have developed a rough framework for an EV Equity Program for those living in SB 535 Disadvantaged communities, that are low-income verified, and own (or are looking to own) an Electric or Plug-In Hybrid Electric vehicle. Assuming an average EV ownership rate of 5% (lower than the 7% national average), we roughly assume that approximately 200 households may be qualified to to take advantage of such a program. With most EVs generally able to travel 3-4 miles per kWh, this program could subsidize anywhere from 500 to 1,000 miles of range annually per qualified low-income household. Remainder funding from the SACOG Green Region grant is estimated at approximately $30,000 and, if approved by SACOG, could be used to support the first year of the EV Charging Equity Program. Staff proposes that City Council allocate $30,000 for 23/24 and $35,000 in 24/25 to support growth of the EV Charging Equity Program. Again, any funding approved by SACOG to go toward the equity program would offset any costs in the first fiscal year. Staff will return to City Council for consideration of the EV Charging Equity Program framework and implementation details in Summer 2023 and launch the program shortly thereafter.
Consequences of Not Funding:
Should the fee subsidy not be funded, the City may choose to pass the total cost to the user. With PG&E electricity rates nearly double that of SMUD just across the river, staff anticipates that these rates will likely be too high and the EV chargers may go unused in favor of driving longer distances to charge in Sacramento, especially when considering the number of EV charging facilities that will be constructed in the city's SB 535 designated low-income disadvantaged community zone, these incentives will be valuable to the community to help reduce costs of EV ownership and make them more accessible locally.
Alternatives Considered:
The City may choose to not replace EV chargers after their useful life, thereby reducing the estimated total EV charging fee. However, not replacing this equipment in 10 years (or sooner should significant repair, theft or accident require earlier replacement) would not in alignment with the City’s goals and priorities as identified in the City’s General Plan, the Mayors’ Commission on Climate Change, and the upcoming Climate Action Plan. An alternative would be to push the replacement cost to a future CIP to reduce costs today. This would also require that future allocations of funding be approved by the future City Council or investments made today would be lost.
Section 4 - Attachments
ATTACHMENT 2
672
Budget Decision Package
$20,000.00
$0.00
$20,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00471
Status: Budget Review
Title: Yolo County Office of Education Roadmap to the Future Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
In July 2021, 21 local Yolo County leaders issued a guest commentary with a call to action to invest in children and youth with American Rescue Plan funds, citing challenges raised due to COVID-19, as well as other disparities and problems for children and families. The op-ed was a catalyst for increased collaboration from all cities and jurisdictions.
Over 50 plus Yolo County leaders then gathered for three virtual meetings to discuss ways to invest in communities and build up our public infrastructure to support children, youth, and families in the county - a four-phased "Roadmap to the Future for Yolo County children, youth, and families".
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
108 9016 5310 YCOE Roadmap to the Future
The City has committed to contribute $20,000 along with Woodland and Davis
$20,000.00 $0.00 Yes
Total $20,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Roadmap to the Future is a long-term plan to help effectively coordinate the services, supports, and opportunities children, youth, and families in Yolo County need to thrive, as well as establish a shared framework to ensure their healthy development. Roadmap to the Future consists of four-phases led by YCOE with support from community partners and consultants. The deliverables for each phase form the foundation for the development of a long-term plan with measurable objectives and actions.
Consequences of Not Funding:
The overall project cost is $450,000. Yolo County and Yolo County Office of Education have committed 60% of the funding. Local jurisdictions have also been asked to commit funding to this project. The City's of Woodland, Davis, and West Sacramento have each been asked to contribute $20,000. Other requests/contributions include Yolo County ($200,000), Yolo County Office of Education ($75,000), Woodland Joint Unified School District ($20,000), other school districts ($20,000 each), and UC Berkeley ($30,000). The FY23/24 Measure K one-time money is recommended for funding this initiative. If not funded, the City will not contribute the $20,000 it committed to the program.
Alternatives Considered:
As this is a commitment of funds based on other jurisdictions in the region contributing like funds for this program, no alternatives other than not funding were considered.
Section 4 - Attachments
ATTACHMENT 2
673
Budget Decision Package
$75,000.00
$0.00
$75,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00472
Status: Budget Review
Title: Records Management System (RMS) Improvement
Department: City Manager's Office Priority: 2
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Continue implementation of the City's electronic records management system (RMS) and create solutions to provide a seamless interface for staff and citizens alike to access records.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9022 5261 Electronic Records Management Project
Funds will be used to contract for support building out the current records management software to migrate high
volumes electronic content into the system, develop
automated records management functions, and create the
software's public facing portal.
$75,000.00 $0.00 Yes
Total $75,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
To build improvements into the existing records management system capitalizing on efficiencies available with the City's current software program, OnBase Client, and to implement a system that allows for the storage and retrieval, and automated disposition notification of public records. The City is currently not using the existing software to its fullest capabilities. Staff is recommending employing the assistance of a consultant to support staff in building out the current software with which to store digitized records, allow for staff to search and manage electronic records more efficiently, and to create a public portal to allow public access to records. This upgrade will allow for greater government transparency resulting in the increased trust and confidence of the public.
Consequences of Not Funding:
Without software enhancements, the electronic records management system will continue to be underutilized and a dedicated staff person will have to continue being responsible for searching for electronic records for both staff and the public. The public will not be able to access the recently digitized record series without staff assistance in the form of summitting a public records request.
Alternatives Considered:
Continue storing electronic records within the records management system with a dedicated staff person to manage organization, retrieval, and disposition of electronic content for both internal and external customers.
Section 4 - Attachments
ATTACHMENT 2
674
Budget Decision Package
$500,000.00
$1,000,000.00
$1,500,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00475
Status: Budget Review
Title: Small Business Accelerator Program, an Equitable Investment Strategy/Program Department: Economic Development & Housing Priority: 1 Contact: Diane Richards Phone: (916) 617-4538
Mandatory: No
Section 1 - General Information
Strategic Plan:
Inclusive Economic Development Strategy
Description:
Project Type:
Change to Existing Program/Service
The Small Business Accelerator Program was approved in 2023 within the Equitable Investment Strategy/Programs, a 2023 Management Agenda in the City Council Strategic Plan and in 2019 as Inclusive Economic Development Strategy Policy Priority. The Small Business Accelerator will create a purpose-built program to improve the current ad hoc approach to small business assistance to systematically grow small businesses. The lack of dedicated resources to help small businesses has equity implications, because entrepreneurial activity is an important means for women and minorities to improve their quality of life – and residents of disadvantaged neighborhoods are more likely to have language or other barriers to accessing the City’s current ad hoc approach. The City’s reliance on an ad-hoc approach to small business development began to change in 2019, when West Sacramento voters approved Measure N. In its Measure N policy, the Council committed to targeting 30 percent of Measure N resources over time to “Inclusive Economic Development” activities, which include entrepreneurship programs. The Business Support/Accelerator Program will be one of the first initiatives to be implemented for the inclusive economic development portion of Measure N revenue.
As the City begins to apply an equity lens to more of its activities, it is time to articulate the City’s framework more clearly for helping residents – particularly those in traditionally under-served communities – to become successful business owners. The Small Business Support/Accelerator program proposes to implement City actions designed to support small businesses, with a particular focus on minority and women-owned enterprises, and businesses located in disadvantaged neighborhoods. The Business Accelerator Program will support entrepreneurs at every phase, while generating new data that can inform future targeted economic development actions. The program plans to make direct City investments to Benefit Small Businesses in Equity Focused Areas. These areas include Sacramento Avenue, 3rd Street area within Census tract 101 (‘Broderick’/Washington area) and referenced in the Measure N policy.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
111 9020 5531 Investments to Benefit Small Businesses in Equity-focused Areas
Anticipated investments in buildings on-site, off-site
improvements and design costs of commercial space for
small businesses locating in equity focused areas.
$500,000.00 $1,000,000.00
Total $500,000.00 $1,000,000.00
ATTACHMENT 2
675
Section 3 - Detailed Information
Objectives/Need for Request:
Support the location of new small businesses and expansion of existing small businesses in equity focused areas with a particular emphasis on assistance to women-owned, minority-owned and disadvantaged business owners in historically underserved areas of the City identified in the Measure N policy. The area includes Sacramento Avenue, the Washington/Broderick area and Census Tract 101.01. The primary purpose of the the Small Business Support/Accelerator Program is to make informed, direct City investments to benefit small businesses in equityfocused areas including Design Costs, On-site, Off-site costs and financing tools. Investing in building improvements, on-site and off-site improvements in commercial areas will reduce costs of entry and leasing costs for small businesses.
Design Costs: Provide architectural design assistance for City-required building plans to facilitate occupancy approval for business opening.
Small businesses frequently underestimate the cost and time involved to design and prepare code-compliant plans for tenant improvements. This can create immense heartache for both the business and staff. The cost to obtain assistance from a professional architect is outside the means of many businesses. Providing assistance with the cost of hiring a reputable architect to prepare plans for occupancy permits or required tenant improvements will accelerate occupancy and business operations.
On-Site Costs: Small business owners face challenges locating suitable and affordable commercial space for lease or purchase. Older commercial areas do not attract private investment as readily as newer commercial areas, making them more affordable, but more costly to upgrade, while lease rates are higher in newer areas, but small businesses may be competing with national chains or more established businesses. City investment in on-site improvements such as façade or storefronts of under-utilized space in older commercial corridors would make those spaces more desirable and provide more locational options for small businesses. City investment in newer commercial areas could be a City acquisition or lease and sub-lease to business tenants with more flexible terms. By absorbing some improvement costs, and entering into written agreements with property owners, the City could create visible and valuable community improvements while also reducing barriers to entry for small businesses.
Off-Site Costs: Pursue off-site infrastructure development projects that would lower site development costs and/or improve frontage appearance for businesses occupying adjoining commercial space using Measure G, Measure N and/or EIFD as funding sources. The City would not need to invest directly in the commercial property to accomplish this but in cooperation with property owners could enter into agreements for reduced rent for a period of time, with the City undertaking needed streetscape or utility improvements that would normally have been borne by the property owner or tenant, there by lowering the startup costs for the business. This approach was successfully used by the City to facilitate
renovation of the Washington Firehouse and the Metro Place at Washington Square mixed-use development.
Financing Tools: Another significant obstacle facing business owners seeking to expand is their ability to qualify for, (loan readiness) and obtain debt financing. Lenders frequently cite financial recordkeeping, insufficient collateral (debt to equity ‘gap’) and credit backgrounds as barriers to small business lending. This program intends for the City to partner with local banks, non-profit and micro-lenders, and state or federal agencies to develop a neighborhood based, micro-loan, revolving loan fund or City loan guaranty program. A similar “gap” loan program was used to finance improvements for Capitol Bowl and United Bakery to expand into a larger building.
Consequences of Not Funding:
Continuation of the current ad-hoc approach to small business and equitable small business support will not fulfill the City Council's inclusive economic development objective established in 2019 with the approval of Measure N.
Continuing the status quo business assistance will continue to limit and inhibit small business growth and equitable small business formation and expansion. Choosing not to invest in on-site and off-site improvements in historically disadvantaged neighborhoods delays private investment, neighborhood revitalization, and inhibits property appreciation, property tax revenue and sales taxes that could be generated by new businesses and public investment.
Alternatives Considered:
Continuing the current ad-hoc approach
Choosing not to invest in equity-focused areas
Proposing direct city investments on a case-by-case basis with new requests to the City Council each time Section 4 - Attachments
ATTACHMENT 2
676
Budget Decision Package
$60,500.00
$66,550.00
$127,050.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00476
Status: Budget Review
Title: Re-Code Esri Licensing to Technology Fee
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The Technology Fee was created to fund GIS improvements and e-government initiatives; however, the fund has been used inconsistently for this purpose. This DP requests that the Esri licensing fee be paid from the Technology Fee, and that the general support funds currently being allocated for Esri be re-assigned to 104-9034-5261 to cover professional services related to outsourcing, including but not limited to support for the enterprise Finance software, on-call technical support, and technical support for Accela. CDD is going to make a similarly-sized request related to their proposed online permitting software.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
221 9034 5257 Add Esri licensing to Technology Fee
The GIS licensing fee should be paid from this fund
pursuant to the original intent of the fee.
$60,500.00 $66,550.00
104 9034 5257 Move Esri licensing fee from 104-9034-5257 to 221-9034- 5257
This would remove this expense from the general support fund and assign it to the Technology Fee.
($60,500.00) ($66,550.00)
104 9034 5261 Outsourcing
Re-assigning the general services funds displaced by
Technology Fee revenue to IT professional services to
offset anticipated outsourcing expenses.
$60,500.00 $66,550.00
Total $60,500.00 $66,550.00
Section 3 - Detailed Information
Objectives/Need for Request:
The purpose of this decision package is to help IT maximize the service it can provide to City departments without additional impacts to the general fund. The proposed fund shift will support a strategic transition to increased use of consultants to provide support services in appropriate areas, which is both more efficient and more effective than hiring internal staff for this purpose.
Consequences of Not Funding:
If this decision package is not approved, IT's ability to provide technical support for Accela and Finance's enterprise software will be compromised.
Alternatives Considered:
One alternative to this proposal would be to add staff (and general fund expense) to provide the necessary support functions. That approach is not financially feasible. Another option is to attempt to limp through without accounting for additional support. This is not advisable because it will result in the best case with underutilization of key enterprise systems, and in the worst case, disruptive failures that will impair important City functions while IT tries to figure out repairs.
ATTACHMENT 2
677
Budget Decision Package
$40,000.00
$40,000.00
$80,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00477
Status: Budget Review
Title: Management Leadership Academy
Department: City Manager's Office Priority: 3
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
For purposes of professional development and succession planning, the City Manager desires contract with an organization to develop and implement a Management Leadership Academy, to helps equip city staff with the skills and knowledge necessary to effectively lead and manage a thriving organization through rich content and applicationfocused outcomes. The content would focuses on the most important leadership capabilities and skills which will enable first- and mid-level managers to be more effective in their roles, enable greater team performance, and deliver additional business value.
The administration of the program can be assigned to an analyst in the City Manager’s office to oversee the procurement process, contract administration, logistics, and communications.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9910 5261 Leadership Academy
Annual cost for selection of consultant to design and
implement a Leadership Program for 20 participants. The contract for these services could be capped at $40,000 per year. There is a possibility of a price break, if the contract is initially offered for a longer term (i.e. 3-year).
$40,000.00 $40,000.00 Yes
Total $40,000.00 $40,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Academy would provide training on current leadership topics geared towards the local government industry. It would require a moderate amount of time from City Staff to develop the RFP language and manage the procurement process. This option provides customization that is tailored towards the needs of the City. The Academy could include a small group project, an assessment component, and coaching for the duration of the project. The goal is to train and retain the future leaders in the City organization.
Consequences of Not Funding:
The City would not have a program for helping to develop the future leaders of the organization.
ATTACHMENT 2
678
Alternatives Considered:
Alternatives considered included building a program in house or sending staff to an existing management leadership training. The former is not favored due to the amount of staff time required to develop and the latter would be costly, require additional travel and not cater to the specific needs of the City.
Section 4 - Attachments
ATTACHMENT 2
679
Budget Decision Package
$34,776.00
$34,776.00
$69,552.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00478
Status: Budget Review
Title: Cintas AED
Department: Public Works Priority: 0
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
All City facilities with public access currently have at least one Automated External Defibrillator (AED) unit in an easyto-access location. These units are used to help those experiencing sudden cardiac arrest. The current Health and Safety Code Section 19300 requires buildings with an occupancy of 200 or more or that offer health services with membership are required to have AED's on-site; the City currently chooses to have all public-facing sites equipped with AED's.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9910 5214 CH AED Installation and Maintenance
3 AED's x $126/unit at City Hall
$4,536.00 $4,536.00
610 9650 5214 SRR AED Installation and Maintenance
3 units x $126/unit
$4,536.00 $4,536.00
101 9110 5214 PD AED Installation and Maintenance
2 units x $126/unit
Would be charged to 101-9110
$3,024.00 $3,024.00
101 9113 5214 PD Patrol AED Installation and Maintenance 5 units x $126/unit to be installed in sergeant vehicles To be charged to 101-9113
$7,560.00 $7,560.00
101 9517 5214 CC AED Installation and Maintenance
2 units x $126/unit
To be charged to 101-9517
$3,024.00 $3,024.00
101 9515 5214 RC AED Installation and Maintenance
2 units x $126/unit
To be charged to 101-9515
$3,024.00 $3,024.00
101 9520 5214 PR AED Installation and Maintenance
1 units x $126/unit
Parks Ground Yard
To be charged to 101-9520
$1,512.00 $1,512.00
506 9610 5214 WTP AED Installation and Maintenance
1 units x $126/unit
$1,512.00 $1,512.00
101 9510 5214 CW AED Installation and Maintenance
1 units x $126/unit
To be installed at Club West; cost center TBD
$1,512.00 $1,512.00
101 9500 5214 BH AED Installation and Maintenance
1 units x $126/unit
To be installed at Boathouse; cost center TBD
$1,512.00 $1,512.00
106 9020 5214 WGP AED Installation and Maintenance
1 units x $126/unit
To be installed at West Gateway Place; cost center TBD
$1,512.00 $1,512.00
ATTACHMENT 2
680
101 9150 5214 FS45 AED Installation and Maintenance
1 units x $126/unit
Fire Station 45; 101-9150
$1,512.00 $1,512.00
Total $34,776.00 $34,776.00
Section 3 - Detailed Information
Objectives/Need for Request:
The make and model of the AED's varies throughout the City; some are maintained by O&M staff of the department of the building, and some are maintained by Facilities staff. AED's have a relatively short useful life and, per Health and Safety Code Section 1797.196, require biennial testing and separate battery testing. Contracting with Cintas will result in installation of all new AED's in all public facing City buildings and additional buildings as requested, and continue with regular, scheduled service inspections; free pad and battery replacement, and free software updates among other things. Cintas will be solely responsible for the maintenance and inspection of all units. The new units would be Zoll AED 3's, which come equipped with a myriad of features to make the units easily used by all staff. These units also provide enhanced Real CPR Help and an Integrated Pediatric Rescue, so they can be used on children as well as adults.
Consequences of Not Funding:
The existing AED's are comprised of older models and finding replacement pads and batteries is becoming increasingly more difficult, leaving the City out of compliance.
Alternatives Considered:
Alternatively, new AED's could be purchased outright by individual departments and specific staff can be assigned to maintain them.
Section 4 - Attachments
Attachment Attachment Description
Zoll AED 3
ATTACHMENT 2
681
Budget Decision Package
$30,000.00
$50,000.00
$80,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00481
Status: Budget Review
Title: Accela Upgrades and Modifications
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
Accela Automation is a complex enterprise software that the City uses for building, engineering and fire permits, among other uses. The system was recently upgraded to the newest version. As a result, there is the need for ongoing modifications and upgrades in order to keep the software current and adapt it for the City's preferred workflows. Historically, City staff led this effort with help from consultants. However, this staff-forward approach is inefficient because no City staff person has time to develop the necessary expertise in Accela to effectuate the needed improvements without extensive consultation with outside experts.
This decision package provides funds for the ongoing use of an Accela-certified consultant to take the lead in helping staff make the best use of Accela. Funding is proposed from the Technology Fee, so there is no general fund impact.
The amount requested is intended to be combined with the balance carried forward from existing DPs that were created for this same purpose in order to provide sufficient funding for Accela-related consulting during this budget term.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
221 9034 5261 Accela Upgrades and Modifications
2023/2024 amount is intended to be utilized along with
carried over balance from previous DPs that were created for this purpose. The 2024/2025 amount assumes no
funds are carried over.
$30,000.00 $50,000.00 Yes
Total $30,000.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The purpose of this decision package is to facilitate the streamlining of the building and fire permitting process, creating efficiencies for the City organization and its private sector customers.
Consequences of Not Funding:
If this item is not funded, staff will attempt to limp through using other resources. If/when those resources run out, the consequence will be operational inefficiencies, and/or delays to effectuate fixes if problems develop with this software.
Alternatives Considered:
Staff considered a return to the former staff-forward approach Accela maintenance, but this idea was not pursued because it is fundamentally flawed. It is an industry best practice to have on-call consulting support for enterprise software systems, so staff did not consider simply leaving staff to fend for themselves with Accela.
Section 4 - Attachments
ATTACHMENT 2
682
Budget Decision Package
$2,228,399.00
($122,082.00)
$2,106,317.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00485
Status: Budget Review
Title: Evidentiary Camera Systems Replacement
Department: Police Priority: 1
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:
Change to Existing Program/Service
The West Sacramento Police Department has been utilizing evidentiary camera systems since 2010 with the implementation of Panasonic in-car cameras. In 2017, the department contracted with Watchguard/Motorola to outfit all the department’s vehicles, interview rooms and officers with cameras. In 2021, the department upgraded to a newer version of Watchguard’s body worn camera’s (BWC) without replacing the in-car cameras (ICCs) as they were still functional and supported. However, in 2024, the department’s ICCs and interview room cameras (IRCs) will no longer be supported by Watchguard and a need to purchase new cameras or a new camera system is required as part of the replacement cycle.
The department believes the best long-term solution is to partner with a vendor who can provide a single solution system for BWC’s, ICC’s, interview room camera’s (IRC), and digital evidence storage that has the capability to provide integrated redaction and dictation services embedded into the systems software. Additionally, due to the short lifespans and technical issues related to technology in the workplace, the department believes that a subscription/leasing service will be more beneficial for continuity of service in police operations in the long term.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9113 5245 Axon Camera System Replacement and On-Going Support Costs
5 year service lease
$2,350,481.00 $0.00 Yes
101 9113 5239 Savings from existing budget
Savings from Watchguard Cloud System
($97,057.00) ($97,057.00)
101 9113 5240 Savings from existing budget
Savings from watchguard camera maintenance
($25,025.00) ($25,025.00)
101 9113 5950 Savings from existing budget
remove transfer out to fund body cam replacements
($28,000.00) ($28,000.00)
207 9113 4990 Savings from existing budget
eliminate transfer to fund body cam replacements
$28,000.00 $28,000.00
Total $2,228,399.00 ($122,082.00)
Section 3 - Detailed Information
Objectives/Need for Request:
The Police Department is requesting funding to replace aging evidentiary camera systems (BWCs, ICCs, and IRCs) with a subscription/leased based camera system vendor. Current ICCs and IRCs are going “end of life” in 2024 and must be replaced. Without replacement, any camera failures will result in inoperable vehicles and interview rooms.
After 2024, the current vendor (Watchguard/Motorola) will no longer support software or parts for the current ICC and IRC systems.
ATTACHMENT 2
683
The replacement of current cameras with a single-solution subscription/lease-based system has multiple advantages over a traditional outright camera system purchase like the one currently in place. These advantages include:
1) Subscription services provide a more reliable product that is managed, maintained, and replaced at regular intervals by the vendor.
2) The department would not need to buy extended warranties or worry about equipment failures. Faulty equipment would be replaced at no charge by the leasing company as part of the five-year contract. 3) The department would be provided with new technology/cameras as they become available at no extra cost as part of the leasing contract.
4) The department’s evidentiary camera budget would be fixed for the life of the lease, which provides stability in the budgeting process.
5) Lease based contracts included upgraded customer service and better interaction with the vendor. With a subscription/lease, the vendor has an incentive to cultivate a long-term relationship with the city which results in better response times and customer service.
6) Industry leading vendors have incentives to conduct ongoing research and development to provide the best quality video systems that result in better evidence collection and top of the line video quality. 7) Industry leading vendors also have enhanced embedded software in their systems to assist the department with video transcription and redaction efforts. These services will assist officers prepare accurate and detailed reports to assist in courtroom testimony and court proceedings.
8) Embedded redaction software will assist administrators with California Public Records Act requests and possibly save money on outside redaction services which can be very costly. 9) Improved video systems embedded with upgraded software (detailed above) will enable enhanced transparency, public communication, and trust.
10) Improved video hardware and software will assist the department’s efforts towards internal and external procedural justice.
Cost:
The department has obtained a quote from a leading lease-based camera vendor. The quote includes a one-solution BWC/ICC/IRC subscription/lease service for all our digital evidence needs and provides a benchmark for industry standards for leasing. The quote includes BWCs, ICCs, IRC, Tasers, and evidence storage. The suite of services also includes redaction software and dictation for all evidence obtained through the camera systems or even non-vendor digital evidence uploaded into an evidence library.
The subscription/lease has a term of five years and includes maintenance and replacement of all equipment during the lease contract. After five years, the department can continue services uninterrupted with a new five-year lease plan.
Within the five-year lease, the department will receive new upgraded cameras and technology when it becomes available at no extra charge.
Fleet ICC 5-year cost: $ 717,775.05
BWC 5-year cost: $ 1,515,354.53. This includes redaction and transcription software as well as a 5-year subscription/lease of tasers and taser accessories.
Interview room IRC 5-year cost: $117,351.40
Tasers 5-year cost: $345,653.55
Five-year total cost yearly breakdown:
Year 1 cost: $546,022.86
Year 2 cost: $428,944.24
Year 3 cost: $443,336.84
Year 4 cost: $458,305.08
Year 5 cost: $473,871.96
5-year total system lease cost: $2,350,480.98
5-year net budget impact: $1,569,971.18 (see below)
The department is currently budgeting $25,000 per year for body camera replacements and approximately $125,000.00 per year for Watchguard/Motorola digital storage and maintenance. If the department were to move to a lease service vendor, this funding would be used to reduce the impact of the service contract by approximately
ATTACHMENT 2
684
$780,000.00 over five years. This would bring the net budget impact to $1,569,971.18.
Consequences of Not Funding:
The consequences of not funding would include the necessity of operating without cameras. While the department would continue using old in-car cameras and interview room cameras in the short term, eventually the cameras will fail.
The department has already had multiple ICC failures that have been repaired by City IT. The department has also had two interview room camera failures which caused investigators to lose evidence for at least one major case investigation. In 2024, IT will not have the ability to replace/repair these camera systems.
Alternatives Considered:
The department currently utilizes Watchguard/Motorola camera systems for BWC/ICC/IRCs. The department’s current BWCs are in their second year of operations and are working as designed. The departments ICC and IRCs have been in operation since 2017 and are coming to the end of their life cycle. In connection with these systems, the department utilizes Watchguard evidence library for the storage of digital evidence obtained via Watchguard camera systems.
There is an annual cost built into the budget to pay for digital evidence storage in the evidence library. As an alternative consideration, the department could replace current ICC and IRCs with newer Watchguard technology. New Watchguard ICCs and IRCs would be able to communicate with our current BWC system and digital evidence library.
The new Watchguard systems are still outright purchases and usually include a one-year warranty with the option of extending the warranty further as desired at an additional cost. Department tasers would also still need to be purchased from an outside vendor. Watchguard does not provide redaction or dictation software embedded into their services however the department could utilize outside vendors for those services when necessary. Additionally, since the merger between Watchguard and Motorola in 2021, customer service has been a challenge and led to project delays and long response times.
Cost:
Motorola M500 Fleet ICC 5-year Cost: $278,515.00
Motorola V300 Body BWC 4–5-year Cost: $0 (Purchased in 2021).
Motorola or other vendors IRC 5-year cost: $27,851.42
Five-year (this is a lease service) taser replacement/taser accessory cost: $345,653.55 Five-year digital evidence storage library cost: $515,384.80 Five-year total cost yearly breakdown:
Year 1 cost: $625,579.13
Year 2 cost: $219,212.71
Year 3 cost: $224,065.56
Year 4 cost: $229,161.05
Year 5 cost: $234,511.32
5-year cost: $1,532,529.77
5-year net budget impact: $892,019.97 (see below)
Choosing this alternative, the department would still need to purchase tasers as well as the ICCs. This would result in a budget impact of $892,019.97.
Cost Breakdown
There will be a qualitative difference between purchasing a lower-cost camera system (Watchguard/Motorola) rather than going with the lease-based camera system that incorporates a one-solution services that includes add-ons such as redaction and transcription. As such, the net budget impact for moving to a leasing vendor would be $1,569,971.18 over the five-year lease term. If the department stayed with Watchguard/Motorola, the cost of new ICC’s and IRCs would have a net budget impact of $892,019.97 over the same five-year term. Therefore, the additional cost for moving to a leasing vendor over the five-year period would be $677,951.21.
Section 4 - Attachments
ATTACHMENT 2
685
Budget Decision Package
$87,600.00
$0.00
$87,600.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00487
Status: Budget Review
Title: Replace Meraki Wireless Access Points
Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
This decision package requests funds for the replacement of out of date Meraki wireless access points at multiple City facilities. The increase in mobile devices (cellular phones, laptops, watches, etc.), paired with the increase of resource heavy services like video, music, and unified communications, have already started to cause a decrease in availability in places like the Recreation Center, Council Chambers, and the Police Department which rely on the services heavily.
The wireless access points average about 1,000 users (employee and guest) and 3 TB per week in bandwidth. New devices will be able to take advantage of the new Standard, Wifi 6. Wifi 6’s advancements bring faster throughput speeds, better battery life, and less bandwidth congestion than our current Wifi 5 Access points which can not be upgrade to the new standards. The new Standards will allow IT to be more efficient to better serve both City Employees and Citizens at our locations.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5240 Meraki Wireless Access Point Replacement
This is to replace wireless access points to maintain
throughput speeds and avoid equipment failures and
resultant downtime.
$87,600.00 $0.00 Yes
Total $87,600.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to facilitate the replacement of obsolete equipment in order to maintain adequate wireless coverage at key City facilities and avoid service disruptions.
Consequences of Not Funding:
If we do not replace the wireless access points, we will see an increase in incompatibility issues with new devices and equipment as mobile technology advances, which will lead to extended outages. Laptops and emergency service mobile data computers as well as devices such as iPads and iPhones that rely solely on wireless connectivity to the network would might not be able to connect to both internal IT servers and applications and external resources like the Internet.
If hardware problems arise, we would no longer be able to obtain the same access points and would have to go to the 3rd party market to purchase a used replacement, as these products are no longer being sold. This could result in longer downtime for our end users. Since the pandemic, lead times both new and used equipment have increased leading to the likelihood of an extended outage until parts are procured.
ATTACHMENT 2
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Alternatives Considered:
The only viable alternative is to not replace the equipment at this time and revisit this issue during the next budget cycle or when we have equipment failure. This is not recommended due to the age of the equipment, the emergence of newer more efficient standards and lack of product support.
Section 4 - Attachments
Attachment Attachment Description
Projected Costs This table shows the itemized projected costs for the subject equipment replacement.
ATTACHMENT 2
687
Budget Decision Package
$50,000.00
$0.00
$50,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00488
Status: Budget Review
Title: PBID/TID Exploration
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
At its 2023 strategic planning retreat, the Council expressed a strong interest in procuring a consultant to explore the feasibility of implementing a Property/Business Improvement District (PBID) for West Capitol Avenue and/or a Tourism Improvement District in the City. A PBID is a program of a city under which the city levies an assessment against businesses or property to fund services or improvements that benefit the assessed businesses or property. Under a TID, hotels and other short-term room renting business would be charged an assessment to provide funding for a sustained marketing program with the goal of increasing occupancy and room revenues at lodging properties within the City.
This decision package requests funding for a consultant to perform feasibility analysis for these two types of Districts.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9910 5261 PBID/TID Feasibility Consultant
Cost for procuring a consultant to conduct feasibility
studies for PBID and/or TID
$50,000.00 $0.00 Yes
Total $50,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective is for the consultant to analyze the probability of success of creating a PBID in the West Capitol area and a TID in the City.
Consequences of Not Funding:
If not funded, a study of the feasibility of implementing these programs could not be pursued, which would prevent furtherance of the Council priority this year.
Alternatives Considered:
None
Section 4 - Attachments
ATTACHMENT 2
688
Budget Decision Package
$180,000.00
$0.00
$180,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00489
Status: Budget Review
Title: JD Front Loader
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
Staff uses the front loader for roadway projects- moving debris, picking up illegal dumping, and helping in emergency situations to clear downed trees and other materials. The City had two front loaders of similar size that had reached the end of their useful life- one was from 2002, the other from 2005. Those pieces of equipment have been sold already and we received $70,271 in revenue from the sale of that equipment which may be used to offset part of the cost of this replacement equipment.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
201 9210 5572 2023 JD 244P Wheel Loader
Quoted price plus 8.25% sales tax
$180,000.00 $0.00 Yes
Total $180,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The new front loader will have multiple attachments that allows it to replace the services of both prior front loaders.
This machine will continue to be used for all road work as required, and will have less downtime and incur less repairs costs being new and still under warranty.
Consequences of Not Funding:
As the City has already sold the two older front loaders, we do not currently have the proper equipment to perform certain jobs, which increases required man-hours and potential injury due to the heavy lifting required.
Alternatives Considered:
We considered not selling the prior loaders and continuing to repair them; however, the older parts are harder to source and the repairs were reaching the tipping point between cost and value.
Section 4 - Attachments
Attachment Attachment Description
JD 244P Wheel Loader Quote
ATTACHMENT 2
689
Budget Decision Package
$23,000.00
$23,000.00
$46,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00490
Status: Budget Review
Title: Parks & Recreation Legal Fees
Department: Parks & Recreation Priority: 2
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
Significant Increase
Policy changes the Finance department implemented in the past few years now require Legal review of many processes including competitive procurements, grant funded project contracts, and general contract reviews. Additionally, since fund/department specific legal costs are now allocated to cost center rather than the central services fund and allocated out via the cost allocation plan, requiring departments to budget for these legal costs. Additional funding is requested to fund legal services for Parks & Recreation Administration, Tree Program, and Community Center.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9500 5260 Legal fees for Parks & Recreation Administration Legal fee funding for Parks & Recreation Administration. $15,000.00 $15,000.00
101 9517 5260 Legal fees for the Community Center
Legal fee funding for the Community Center.
$3,000.00 $3,000.00
212 9522 5260 Legal fees for the Tree Program
Additional Legal fee funding for the Tree Program.
$5,000.00 $5,000.00
Total $23,000.00 $23,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to obtain funding for legal services for a variety of procurement and policy related issues for Parks & Recreation Administration, Tree Program, and Community Center.
Consequences of Not Funding:
If this request is not approved, funding for other Parks & Recreation processes such as project management, grant acquisition and administration, and other services will be reduced.
Alternatives Considered:
Alternative 1: Fund a smaller portion of the requested amount.
Section 4 - Attachments
ATTACHMENT 2
690
Budget Decision Package
$56,876.00
$65,840.00
$122,716.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00494
Status: Budget Review
Title: Recreation Center Utility & Facility Maintenance Position Funding Department: Parks & Recreation Priority: 0
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
Due to rising utility costs and a Solar Buy-in agreement with the Washington Unified School District (WUSD), the West Sacramento Recreation center requires additional funding to cover anticipated utility costs. In September 2017 an agreement with WUSD was executed by the City to in an attempt to mitigate rising electricity costs that were expected to double by the year 2035. The Solar Buy-in was projected to save the city approximately 1.2 million through 2035 as shown on the attached spreadsheet with the savings starting in 2027. Additionally, costs for gas and water/sewer/trash have increased resulting in additional funding needed.
This request is to proactively request funding for anticipated increases through 2027 for the Solar buy-in and a 3% annual increase in Gas and City Utility billing line items through the end of the Solar Buy-in agreement term and to request the transfer of utility appropriations for the Recreation Center from the General Fund to the Measure K Fund.
Additionally, this item requests movement of the Facility Maintenance Worker dedicated to the Recreation Center from the General Fund to the Measure K fund.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9515 5222 Additional Utility Funding for the WUSD Solar Buy-in Additional Utility Funding for the WUSD Solar Buy-in
program.
$5,272.00 $10,737.00
101 9515 5222 Additional Utility Funding for Gas
Additional Utility Funding for Gas, mostly for heating the pool during cooler months.
$51,000.00 $54,300.00
101 9515 5222 Additional Utility Funding for City Utilities (Water, Sewer and Trash)
Additional Utility Funding for City Utilities (Water, Sewer and Trash).
$604.00 $803.00
101 9515 5950 Eliminate GF Transfer to Facility Maintenance cost center for Facility Maint Worker
eliminate transfer to facility maintenance cost center
($113,133.00) ($117,578.00)
104 9325 4990 Eliminate transfer into Facility Maintenance cost center eliminate transfer
$113,133.00 $117,578.00
108 9515 5111 Move Rec Center Facility Maint Worker to Measure K Move position to Measure K
$113,133.00 $117,578.00
104 9325 5111 Move Rec Center Facility Maint Worker to Measure K ($113,133.00) ($117,578.00) 101 9515 5222 Transfer Solar Lease and Utilities (Electricity, Water, Sewer) to Measure K
transfer recreation center solar lease payment and other utility costs from GF to Measure K
$0.00 $0.00
ATTACHMENT 2
691
108 9515 5222 Transfer Solar Lease and Utilities (Electricity, Water, Sewer) to Measure K
Transfer Recreation Center Solar Lease payment and
other utility costs to Measure K from GF
$0.00 $0.00
Total $56,876.00 $65,840.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to obtain funding for increased utility costs through budget year 2027 and move the utility costs and facility maintenance worker costs for the Recreation Center from General Fund to Measure K Fund.
Consequences of Not Funding:
The consequence for not funding this request is that the Recreation Center will need to pull funding from other program areas resulting in reduced program offerings, potential caps on program participants, and likely reduction of operating hours at the Recreation Center.
Alternatives Considered:
Alternative 1: Approve the utility budget for the agreed upon solar panel buy-in but not the Gas and Water/Sewer/Trash annual 3% increase.
Pro: Cost savings
Con: Funds will need to be pulled from other program areas leading to possible reduction in program offerings, Recreation Center operating hours, and caps on program participants leading to loss of revenue Alternative 2: Reduce the amount of utility funding for the Recreation Center Pro: Cost savings
Con: Funds will need to be pulled from other program areas leading to possible reduction in program offerings, Recreation Center operating hours, and caps on program participants leading to loss of revenue Alternative 3: Direct staff to close the pool during the winter.
Pro: Some cost savings for utilities (mainly gas) during the months of November through January to close the competition pool.
Con: In 2010-2011 the Recreation Center instituted a pool closure during the winter months (November – January) which was thought to save about $36,000 in pool heating costs. The closure resulted in strong community backlash and the following year, a local vendor committed a donation of $10,000 per year for several years to help keep the pool open during the winter for lap swim, water polo and therapy classes. In 2016 the Recreation Center stopped providing lap swim on Tuesdays and Thursdays and closed the Recreation Center on holidays to save on utility and staff costs.
Due to the pandemic, membership numbers dwindled. When the Recreation Center was allowed to fully re-open the Tuesday/Thursday lap swim was reinstituted in an attempt to drive membership sales.
Section 4 - Attachments
Attachment Attachment Description
MC20-090 WUSD Solar Buy-in Agreement MC20-090 Recreation Center Solar Buy-In Agreement with Utility rate sheet.
ATTACHMENT 2
692
Budget Decision Package
$24,604.31
$24,604.31
$49,208.62
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00496
Status: Budget Review
Title: Retired Annuitant for Program Manager Support
Department: Parks & Recreation Priority: 0
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
Significant Increase
The Parks Maintenance division has had several long-term employees retire and/or leave the department over the past 3 years; there was a significant gap between retirement and the back filling of the positions. To help ease the transitions, Parks brought back an employee from retirement as a retired annuitant. The retired annuitant has been integral in the training of the new Sr. Projects Manager as well as the Parks Maintenance Superintendent and has taken lead roles on writing proposals, bid documents and project planning. This person's historical knowledge of the City Parks and standards along with their expertise in construction has also allowed the Parks Department to take on needed CIP’s and continue to implement the Parks and Open Space Master Plan.
In the past year this person has written over eight RFP’s and trained others on how to write them, as well as lead the review process and selection of many of the contractors and architects. They have acted as a consultant on tree safety and legal issues throughout the city and supported the City Arborist during court hearings over illegal removals. They have run lead on multiple CIP’s that were important for public safety, the progress of those projects had been slow due to an abundance of concurrent projects in the Department. They have been integral in progressing the Bryte Park, West Acre Park, and Heritage Oak Park master plans, and in the selection of landscape architects for those projects.
Other projects which we were able to streamline due to this person’s assistance include, but are not limited to: boat dock maintenance contracts, more efficient management of open spaces, shade shelters for the parks, lighting for the tennis courts, shaving of elevated sidewalks, and projects to increase the Bridgeway Lakes water levels.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
269 9176 5112 5112 Temp Salary - CFD-A Program Manager Support 5112 Temp Salary - CFD-A Program Manager Support
$662.57 $662.57 Yes
269 9177 5112 5112 Temp Salary - CFD-B Program Manager Support 5112 Temp Salary - CFD-B Program Manager Support
$1,142.92 $1,142.92 Yes
269 9178 5112 5112 Temp Salary - CFD-C Program Manager Support 5112 Temp Salary - CFD-C Program Manager Support
$2,182.56 $2,182.56 Yes
269 9179 5112 5112 Temp Salary - CFD-D Program Manager Support 5112 Temp Salary - CFD-D Program Manager Support
$1,671.62 $1,671.62 Yes
269 9180 5112 5112 Temp Salary - CFD-E Program Manager Support 5112 Temp Salary - CFD-E Program Manager Support
$406.04 $406.04 Yes
ATTACHMENT 2
693
269 9181 5112 5112 Temp Salary - CFD-F Program Manager Support 5112 Temp Salary - CFD-F Program Manager Support
$191.96 $191.96 Yes
269 9182 5112 5112 Temp Salary - CFD-G Program Manager Support 5112 Temp Salary - CFD-G Program Manager Support
$53.13 $53.13 Yes
269 9183 5112 5112 Temp Salary - CFD-H Program Manager Support 5112 Temp Salary - CFD-H Program Manager Support
$2,152.70 $2,152.70 Yes
269 9184 5112 5112 Temp Salary - CFD-I Program Manager Support 5112 Temp Salary - CFD-I Program Manager Support
$612.37 $612.37 Yes
269 9185 5112 5112 Temp Salary - CFD-J Program Manager Support 5112 Temp Salary - CFD-J Program Manager Support
$109.47 $109.47 Yes
269 9188 5112 5112 Temp Salary - CFD-M Program Manager Support 5112 Temp Salary - CFD-M Program Manager Support
$511.75 $511.75 Yes
269 9189 5112 5112 Temp Salary - CFD-N Program Manager Support 5112 Temp Salary - CFD-N Program Manager Support
$531.27 $531.27 Yes
269 9192 5112 5112 Temp Salary - CFD-O Program Manager Support 5112 Temp Salary - CFD-O Program Manager Support
$321.33 $321.33 Yes
269 9193 5112 5112 Temp Salary - CFD-P Program Manager Support 5112 Temp Salary - CFD-P Program Manager Support
$326.86 $326.86 Yes
269 9194 5112 5112 Temp Salary - CFD-R Program Manager Support 5112 Temp Salary - CFD-R Program Manager Support
$280.20 $280.20 Yes
269 9195 5112 5112 Temp Salary - CFD-S Program Manager Support 5112 Temp Salary - CFD-S Program Manager Support
$53.13 $53.13 Yes
212 9522 5112 5112 Temp Salary - Tree Fund Program Manager Support 5112 Temp Salary - Tree Fund Program Manager Support
$8,128.49 $8,128.49 Yes
213 9175 5112 5112 Temp Salary - L&L Program Manager Support 5112 Temp Salary - L&L Program Manager Support
$4,515.83 $4,515.83 Yes
101 9520 5112 5112 Temp Salary - CIP Program Manager Support 5112 Temp Salary - CIP Program Manager Support
$18,328.95 $18,328.95 Yes
101 9520 5112 5112 Temp Salary - Parks Program Manager Support 5112 Temp Salary - Parks Program Manager Support
$6,375.29 $6,375.29 Yes
101 9515 5112 5112 Temp Salary - Rec Center Program Manager Support 5112 Temp Salary - Rec Center Program Manager Support
$3,187.64 $3,187.64 Yes
101 9520 5112 5112 Temp Salary - Development Projects
5112 Temp Salary - Development Projects Fees
$1,381.31 $1,381.31 Yes
212 9522 5121 5121 Medicare - Tree Program
5121 Medicare - Tree Program
$117.86 $117.86 Yes
213 9175 5121 5121 Medicare - L&L Program Support
5121 Medicare - L&L Program Support
$65.48 $65.48 Yes
101 9520 5121 5121 Medicare - Park Maintenance Program Support 5121 Medicare - Park Maintenance Program Support
$92.44 $92.44 Yes
ATTACHMENT 2
694
101 9515 5121 5121 Medicare - Rec Center Program Support 5121 Medicare - Rec Center Program Support
$46.22 $46.22 Yes
101 9520 5121 5121 Medicare - CIP Projects
5121 Medicare - CIP Projects
$265.77 $265.77 Yes
269 9176 5121 5121 Medicare - CFD-A Program Manager Support 5121 Medicare - CFD-A Program Manager Support
$9.61 $9.61 Yes
269 9177 5121 5121 Medicare - CFD-B Program Manager Support 5121 Medicare - CFD-B Program Manager Support
$16.57 $16.57 Yes
269 9178 5121 5121 Medicare - CFD-C Program Manager Support 5121 Medicare - CFD-C Program Manager Support
$31.65 $31.65 Yes
269 9179 5121 5121 Medicare - CFD-D Program Manager Support 5121 Medicare - CFD-D Program Manager Support
$24.24 $24.24 Yes
269 9184 5121 5121 Medicare - CFD-I Program Manager Support 5121 Medicare - CFD-I Program Manager Support
$8.88 $8.88 Yes
269 9185 5121 5121 Medicare - CFD-J Program Manager Support 5121 Medicare - CFD-J Program Manager Support
$1.59 $1.59 Yes
101 9520 5121 5121 Temp Salary - Development Projects
5121 Temp Salary - Development Projects
$20.03 $20.03 Yes
269 9180 5121 5121 Temp Salary - CFD-E Program Manager Support 5121 Temp Salary - CFD-E Program Manager Support
$5.89 $5.89 Yes
269 9181 5121 5121 Temp Salary - CFD-F Program Manager Support 5121 Temp Salary - CFD-F Program Manager Support
$2.78 $2.78 Yes
269 9182 5121 5121 Temp Salary - CFD-G Program Manager Support 5121 Temp Salary - CFD-G Program Manager Support
$0.77 $0.77 Yes
269 9183 5121 5121 Temp Salary - CFD-H Program Manager Support 5121 Temp Salary - CFD-H Program Manager Support
$31.21 $31.21 Yes
269 9188 5121 5121 Temp Salary - CFD-M Program Manager Support 5121 Temp Salary - CFD-M Program Manager Support
$7.42 $7.42 Yes
269 9189 5121 5121 Temp Salary - CFD-N Program Manager Support 5121 Temp Salary - CFD-N Program Manager Support
$7.70 $7.70 Yes
269 9192 5121 5121 Temp Salary - CFD-O Program Manager Support 5121 Temp Salary - CFD-O Program Manager Support
$4.66 $4.66 Yes
269 9193 5121 5121 Temp Salary - CFD-P Program Manager Support 5121 Temp Salary - CFD-P Program Manager Support
$4.74 $4.74 Yes
269 9194 5121 5121 Temp Salary - CFD-R Program Manager Support 5121 Temp Salary - CFD-R Program Manager Support
$4.06 $4.06 Yes
269 9195 5121 5121 Temp Salary - CFD-S Program Manager Support 5121 Temp Salary - CFD-S Program Manager Support
$0.77 $0.77 Yes
101 9520 4790 CIP Program Manager Support
CIP Program Manager Support
($18,594.72) ($18,594.72) Yes
101 9520 4792 CIP Program Manager Support
CIP Program Manager Support
($9,297.36) ($9,297.36) Yes
101 9520 4791 Development Projects Support
Development Projects Support
($1,401.34) ($1,401.34) Yes
Total $24,604.31 $24,604.31
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to obtain funding to keep on a retired annuitant for the next two years along with a small increase in their hourly rate.
ATTACHMENT 2
695
Consequences of Not Funding:
The annuitant specializes in parks maintenance and construction, if this position is not funded then the progress of the parks department will be slowed, projects to improve public safety the expansion and equitable distribution of recreational facilities and opportunities for West Sacramento residents and stakeholders will be stalled. Other staff will have to be pulled from their current operations to cover the additional needs, and those pulled are not necessarily going to be able to do the work as efficiently or smoothly as a veteran employee.
Alternatives Considered:
Alternative 1: Hire a part-time employee to take over current duties.
Pro: New hire could be hired at a lower hourly rate and be less of a financial strain.
Con: A new hire would have no background of how the City operates and would take a year to get up to speed and would not have the historical knowledge or efficiency that our retired annuitant has.
Alternative 2: Not fund the position.
Pro: Financial savings
Con: Large projects like the Bryte Mater Plan, and smaller ones like ADA accessibility and lighting for the tennis courts, and the replacement of rusty, broken, drinking fountains will be stalled. Parks would be forced to be focused more on current maintenance as opposed to preventative maintenance and progressive projects.
Section 4 - Attachments
ATTACHMENT 2
696
Budget Decision Package
$90,000.00
$30,000.00
$120,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00499
Status: Budget Review
Title: Online Utility Bill Presentment
Department: Finance Priority: 1
Contact: Roberta Raper Phone: (916) 617-4509
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
The City allows for online utility bill (water, sewer, garbage) payments to be made online through a contract with Paymentus and water usage data is available to most customers via the Sensus portal. However; customers do not currently have access to view their bill online or to access all of these benefits in one place. The former IT Manager had been working to develop a solution to allow customers to view a PDF of their current bill online, but ran into several issues integrating with existing disparate systems so this never became available to customers. Even if that had been implemented, customers would not have been able to opt out of receiving paper bills in the mail.
This request is for an appropriation for staff to do an RFP to find a vendor and implement a system that would allow utility customers to log into their utility account, view usage and billing data, make online payments or set up recurring payments, and opt out of receiving paper bills in the mail. The Sensus and Paymentus contracts expire in 2024, and it is time for a competitive process to update the utility bill printing and mailing contract, so this is the perfect time to find a solution that integrates all of these benefits for customers into a single place, adding enhanced benefits that will provide customers more insight and access into their accounts while reducing phone calls and staff time spent answering questions about recent bills. Additionally, by reducing the amount of paper bills mailed, the City will save on paper, printing and mailing, and reduce our carbon footprint.
This request is conservative, meaning the budget request is well above what we believe it will cost to select and implement a system; however, this appropriation will cover staff and project management time, backfill support to ensure day to day operations continue while existing staff is diverted to implementing a system, consultant support and any one-time costs and annual maintenance costs of the software as well as post-implementation support for City staff and customers as the portal is set up and used by customers. Any unused funding would return to its respective source for use on other appropriate, Council approved expenditures.
While this is not on the Council's strategic priority plan, this is a very important project which will provide long overdue and much needed access to utility billing account information online, view usage and bill history, make payments online, and the opportunity to receive bills online and opt out of paper-mail billing. Staff receives questions and inquiries into this issue on a regular basis (approximately half of all phone calls are to inquire about online billing), as do the members of City Council. The time-savings achieved by implementing an online billing system would allow staff to complete other important, deferred tasks, while greatly improving the level of service provided to customers in added convenience of accessing billing, usage, and payment data on demand.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9600 5576 Water Fund Contribution
1/3 of total cost of project
$20,000.00 $0.00 Yes
ATTACHMENT 2
697
501 9400 5576 Sewer Fund Contribution
1/3 sewer fund contribution
$20,000.00 $0.00 Yes
511 9450 5576 Refuse Fund Contribution
refuse fund contribution
$20,000.00 $0.00 Yes
501 9400 5257 Annual maintenance fees (estimated)
ongoing annual maintenance /upgrade costs
$10,000.00 $10,000.00
506 9600 5257 Annual maintenance fees (estimated)
ongoing annual maintenance and upgrade costs
$10,000.00 $10,000.00
511 9450 5257 Annual maintenance fees (estimated)
ongoing annual upgrade/maintenance costs
$10,000.00 $10,000.00
Total $90,000.00 $30,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this appropriation is to issue and RFP, demo systems, select a vendor, and implement a system that provides utility customers access to their accounts, including usage, billing, payment data in a single customer portal and to allow customers to opt out of receiving paper bills in the mail. If we can do this while reducing costs or gaining back valuable staff time for other tasks, that would improve efficiency, staff morale, and service to customers.
Consequences of Not Funding:
Not funding this request would mean status quo. Customers would have access to some data, but through different places, would not have access to view their bill online or opt out of receiving a paper bill. Staff would continue to spend an inordinate amount of time answering billing questions by phone which would be alleviated by providing customers access to their bill online. Council members and staff receive complaints on a regular basis about this lack of online service.
Alternatives Considered:
Alternatives considered have been to develop a system in house which has proven to be unsuccessful. Staff could find a system that integrates with existing vendors, which is one option that will be explored with this appropriation. Another alternative is to implement the Cashiering/Accounts Receivable module in the utility billing software currently used, which is also being explored. In any case, a system would need to be implemented requiring staff time, consultant assistance, and software costs, which is what this request would provide funding for.
Section 4 - Attachments
ATTACHMENT 2
698
Budget Decision Package
$125,000.00
$45,000.00
$170,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00500
Status: Budget Review
Title: Timecard and Travel System Selection and Implementation Department: Finance Priority: 2
Contact: Roberta Raper Phone: (916) 617-4509
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
City staff have been utilizing an in-house developed software, created in the early 2000s to manage employee travel and training requests, advances of funds, and reconciliations/employee reimbursements and to receive necessary timecard information from employees for processing payroll. Each of these systems experiences regular hiccups that require immediate technical and development support from the IT division. With the recent vacancy of the Senior Program Manager position (which focused on development and technical support for Finance and HR apps and systems), there is a lack of capacity and expertise within the IT division to continue to perform these types of services immediately as needed. Additionally, with 20+-year old systems, it is assured that new technology and more automated systems exist that may be implemented which would include contract support for issues as they arise.
Travel System
Recently it was discovered that the per diem rates had not been updated in the travel system for several years which required significant staff time to correct and to manually calculate until the system could be updated. The existing system has quirks that require finance, department, and IT staff to constantly make fixes and redo work. There are newer off the shelf travel systems that integrate with the City's financial system and the City's new purchasing card system, and which are much more user friendly and mobile accessible which would save City staff at all levels significant time and frustration. This appropriation request includes a nonrecurring component to allow staff to demo and select a new system and implement the system. The request also includes an annual estimate for ongoing annual maintenance for the selected system. It is anticipated City staff will recognize efficiencies with the implementation of a new system that would allow staff to spend more time performing their regular duties, ensure more accurate and timely travel reconciliations, and alleviate a lot of frustration experienced with the existing system, particularly in the Police Department which is the heaviest user of the system given all of the mandated training required of public safety staff.
Timecard System
The timecard system continues to function for employees to enter time and those time records to be downloaded into the payroll system for processing; however, issues to arise frequently which require manual adjustment or IT support to correct in order to process payroll. There are several improvements that would be very difficult to implement with the existing system that come standard in off the shelf systems, including the ability to charge time to projects and programs instantaneously with payroll rather than incurring a 2-6 week wait for the next monthly process. Newer timecard systems also include time-off request workflows which automatically enter approved time off in the timecard, but track balances. In some cases, the apps are available on a mobile device providing convenience for workers who don't access a computer in the normal course of business (maintenance workers, recreation workers, police officers, etc.). A new system would also provide the necessary support through an ongoing annual maintenance fee, which would reduce the reliance on the City's already strained IT division, allowing them the opportunity to provide a higher level of service to systems they continue to support in-house.
Section 2 - Costs
ATTACHMENT 2
699
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9051 5257 Travel System Annual Subscription Cost
estimated annual maintenance for travel system
$20,000.00 $20,000.00
104 9051 5574 Travel System Implementation Costs (estimated) Estimated cost to implement new travel system
$30,000.00 $0.00 Yes
104 9024 5574 Timecard System Implementation Costs (estimated) implementation cost estimate
$50,000.00 $0.00 Yes
104 9024 5257 Timecard System Annual maintenance fees (estimated) ongoing annual maintenance costs (estimated)
$25,000.00 $25,000.00
Total $125,000.00 $45,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal is to replace the existing 20+ year old in-house developed travel system and timecard system with an off the shelf (OTS) travel system which integrates with the City's financial system, travel card system, and provides mobile access and on-call support for issues.
Consequences of Not Funding:
Not funding this request will result in more of the same: issues with the travel system which cause frustration, lost time, and inaccurate reimbursements and the timecard system would continue to be significantly lacking in technology and functionality the new systems provide. With the loss of the dedicated IT support for this system, if issues arise with the travel system that are not able to be fixed, it could require the City to move to a paper-based travel system which would further reduce efficiency and increase staff frustration with the process while increasing the risk for error.
Alternatives Considered:
Paper based system (woefully inefficient) or to continue with the existing system which is no longer supported and incurring errors and issues regularly.
Section 4 - Attachments
ATTACHMENT 2
700
Budget Decision Package
$26,500.00
($9,000.00)
$17,500.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00501
Status: Budget Review
Title: New Parking Position and Budget Amendment
Department: Economic Development & Housing Priority: 0
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
In December 2018, SACOG authorized a $2,665,000 Green Region grant to the City of West Sacramento to support increased adoption of zero emission vehicles through the citywide installation of EV charging stations. Staff is in the process of installing these electric vehicle charging stations that will provide a total of 74 charging ports.
In May 2023, staff will take to Council for consideration an EV charging fee to recover City costs associated with providing the EV charging. These costs include electricity, operations and maintenance, replacement equipment, costs for fees to site EV charging stations, and staff time. Staff will also propose equity and employee charging programs and an overstay violation fee.
The substantial increase in EV charging activity will require an additional 0.5 FTE to support the new programs. This 0.5 FTE will be funded by the EV charging fee should Council adopt it. The remaining 0.5 FTE will support the growing needs of the Parking Division and be funded by increased Parking Fund 219 revenues. The existing revenue request was very conservative and did not reflect the growth trajectory the Parking Fund has seen over the last five years.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
219 9328 4715 EV Charging Fee
EV charging fee revenue. This fee is scheduled to go to Council for adoption in May 2023.
($50,000.00) ($50,000.00)
219 9328 4230 EV Charging - Overstay Violation Fee
This fee is scheduled to go to Council for adoption in May 2023
($5,000.00) ($5,000.00)
219 9325 5111 New Position (to be identified with HR) - Admin Analyst II Cost Assumed
This budget will provide for a new position to support the new EV chargers, fee, and programs. This position will
also support the City's growing parking needs. This entire position will be offset with the new EV charging and
parking revenues. Additionally, the Parking Fund has a
$42,000 budget surplus and a $2.7 million fund balance. $141,000.00 $145,000.00
219 9325 4112 Parking Permits - Amendment
The original request was too conservative and did not
reflect growing parking revenues. Increase in revenues will support a new position in the Parking Division to address growing parking needs.
($5,000.00) ($11,500.00)
219 9325 4116 Parking Meter Revenue - Amendment
The original request was too conservative and did not
reflect growing parking revenues. These revenues will
support a new position in the Parking Division to address growing parking needs.
($54,500.00) ($87,500.00)
ATTACHMENT 2
701
Total $26,500.00 ($9,000.00)
Section 3 - Detailed Information
Objectives/Need for Request:
To support the $2,665,000 Green Region SACOG grant, recover costs associated with new EV charging, and meet the growing needs of the Parking Division.
Consequences of Not Funding:
The City will not be able to (1) support operations and maintenance of the EV chargers that SACOG awarded $2,665,000 for, (2) recover of City costs and (3) meet the growing demands for the Parking Division and grow parking revenue. The competitiveness of future City grant applications can be adversely affected if the City develops a history of accepting grant funding, but not provide staff to support the new programs and services.
Alternatives Considered:
The City could make EV charging free and not bear the costs of managing the fees and programs, but there would still be substantial costs associated with providing free electricity, operations, maintenance, replacement equipment, staff time, and the City will be unable to meet growing parking demands.
Section 4 - Attachments
ATTACHMENT 2
702
Budget Decision Package
$250,000.00
$250,000.00
$500,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00502
Status: Budget Review
Title: Grant Writing Services
Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
There is a need for grant writing services of varying levels for one or more department(s). Back in June, the Council approved a short list of firms (2) that can be utilized for grant writing services on an on-call basis. Having a short list allows departments to tap into these firms for assistance without having go through a long and formal RFQ/RFP process every time services are needed. The requested budget will allow departments to utilize these services under funding managed by the City Manager's Office, if there will be a need for grant writing services over the next 2 years.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9910 5261 Grant Writing Services
Budget for charging grant writing services used by
departments under contracts managed by CMO staff.
$250,000.00 $250,000.00 Yes
Total $250,000.00 $250,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To provide funding for necessary grant writing services in the City over the next two years. The use of outside consultants for this service reduces staff cost and allow staff to focus on other projects instead of dedicating all their time to drafting responses to grants.
Consequences of Not Funding:
Staff would need to have or find capacity to prepare grant applications in house which could lead to the opportunity costs of staff not having time for their other duties and/or missing out on applying for some grants due to lack of capacity.
Alternatives Considered:
Staff could continue to draft grant applications in house, but it would require a large time commitment, taking staff away from their other duties.
Section 4 - Attachments
ATTACHMENT 2
703
Budget Decision Package
$138,000.00
$80,500.00
$218,500.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00503
Status: Budget Review
Title: CDD Accela Modules and Online Permitting/Applications Department: Community Development Priority: 2
Contact: Jason McCoy Phone: (916) 617-4832
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
The following modules are required to be developed to facilitate resident/customer service for those seeking permits through the Community Development Department.
- Online Permitting/Applications for Planning, Building, Development Engineering (existing module improvements) - Late Plan Check Report
- Create module in Accela for Transportation Permits, and put applications online in ACA - Create module in Accela for Environmental Services (wastewater, illicit discharge) Online permit and development customer service portals are advantageous software programs that have become essential tools by municipalities to reduce staff time required for permit processing, improve tracking and data collection, and reduce costs through efficiency. These programs offer various module options, with most offering intuitive maps, automatic permit scoping (questions built into the program quickly offering permit requirements to the public or businesses), and permit fee calculations and online payment options (offered in real-time as applicants enter their project details).
These systems also save time for the user. An example of the Transportation Permit module would allow direct input online of route and permit details and direct payment. Currently, those seeking a Transportation Permit are required to submit through an emailed PDF and mailed check. Applications are then reviewed by a Transportation staff member and checks received are processed through finance. If a route selected is not appropriate based on bridge heights or street classification, staff must work with the customer to reroute. This process, though significantly improved in the last 8 years, is still time and cost intensive, and many do not appreciate having to pay by check. This and other module upgrades have been submitted as a way to significantly improve processes in Community Development.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
650 9310 5261 Initial Module Development and Software System Upgrades
Initial One-Time $218,500 required to develop modules
and system upgrades over the course of the two-year
budget cycle.
$138,000.00 $80,500.00 Yes
Total $138,000.00 $80,500.00
ATTACHMENT 2
704
Section 3 - Detailed Information
Objectives/Need for Request:
The primary objective of this decision package is to offer members of the public and business community the ability to streamline permit processes through Community Development Department 24 hours a day, 7 days a week, using a software platform to reduce dependency on lengthy staff reviews for items that could be submitted online with greater efficiency, to eliminate staff resource intensive mail-in, pay-by-check requirements currently in-place, to improve data collection and permit tracking, and significantly improve customer services.
Consequences of Not Funding:
If this request is not funded, members of the public will continue to rely on traditional means of acquiring permit requirements, fee estimates, fee payment, and other important permit-related information causing a delay in processing and continued additional staff time. Existing module improvements and development of new modules on the Accela software platform will take current response times and permit issuance from days to hours, providing better real-time information for the public by answering questions and guiding permit application submittals on the platform, reducing staff-dependent processing and eliminating time-consuming fee payment by mail for transportation permits.
Alternatives Considered:
Alternatively, staff can continue service as status quo and not implement these modules, continue hand-reviews, and pay-by-mail processes.
Section 4 - Attachments
ATTACHMENT 2
705
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00504
Status: Budget Review
Title: Transfer Planning Division to Community Development Fund Department: Finance Priority: 3
Contact: Roberta Raper Phone: (916) 617-4509
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
This request proposes to transfer the Planning Division from the General Fund to the Community Development Fund.
The Planning Division fund was in the Community Development Fund until 2017 when it was moved to its own fund. As Planning activities are not self-supporting, having these activities in their own fund result in a reconciliation and transfer from another funding source at year end. Because of this, and the inability to appropriately plan General Fund expenditures due to the risk of having to transfer funds at year end, the Planning function was moved into the General Fund a couple of years ago and is partially funded by a transfer from Measure G. The Community Development fund has sufficient revenues and balance to cover the Planning activities, and Planning is a division of the Community Development Department so it makes sense to move the Planning cost center into the Community Development Fund.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
650 9311 5111 Transfer Planning Division to CD Fund
move planning to CD fund
$484,787.49 $489,968.31
650 9311 5122 Transfer Planning Division to CD Fund
Transfer planning to CD
$206,681.38 $215,645.47
650 9311 5259 Transfer Planning Division to CD Fund
Transfer to CD fund
$167,355.00 $167,355.00
650 9311 5991 Transfer Planning Division to CD Fund $323,440.00 $334,460.00 101 9311 5991 Transfer Planning Division to CD Fund ($323,440.00) ($334,460.00) 101 9311 5259 Transfer Planning Division to CD Fund ($167,355.00) ($167,355.00) 101 9311 5122 Transfer Planning Division to CD Fund ($206,681.38) ($215,645.47) 101 9311 5111 Transfer Planning Division to CD Fund ($484,787.49) ($489,968.31) 101 9311 4799 Transfer Planning Division to CD Fund
transfer revenue to CD fund
$160,195.00 $160,195.00
650 9311 4799 Transfer Planning Division to CD Fund ($160,195.00) ($160,195.00) 101 9311 4990 Eliminate transfer from Measure G $609,159.00 $639,616.00 106 9020 5950 Eliminate transfer from Measure G ($609,159.00) ($639,616.00) Total $0.00 $0.00
ATTACHMENT 2
706
Budget Decision Package
$8,274.00
$8,271.00
$16,545.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00505
Status: Budget Review
Title: Increase Bandwidth at Bridgeway Lakes Boathouse Facility Department: Parks & Recreation Priority: 1
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
Staff at the Bridgeway Lakes Boathouse have been struggling with slow and intermittent internet speed for many years.
The slow internet has caused issues with staff not being able to effectively work at their office and has impacted programs and rentals at the facility. With the addition of networked printers and internet based phones, the bandwidth is stretched beyond acceptable use. In addition, the Boathouse suffers from repeated vandalism and in order to provide staff, users, and the facility, a higher level of protection, a new intrusion alarm and surveillance camera system is being purchased and installed through CIP 62150. In order for these cameras to be effective, additional bandwidth is needed. The recommended bandwidth speed is 20 mbs which will cost $8,274.00 each year for two years.
After this biennial budget, I.T. will add the funding to their budget request. Since the Bridgeway Lakes Boathouse houses a City Youth Camp in the Summer, and is where Youth and Teen Program Staff Offices are located year round, we are requesting Measure K funds for this one time request.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
108 9510 5221 Boathouse Bandwidth Increase
Additional funding to increase bandwith at the Bridgeway Lakes Boathouse.
$8,274.00 $8,271.00
Total $8,274.00 $8,271.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to Increase bandwidth at Bridgeway Lakes Boathouse facility to successfully accommodate the new security camera and intrusion systems.
Consequences of Not Funding:
Security cameras will not be supported by recommended bandwidth and frame rate/ quality will not be adequate for the facility needs. Additionally, bandwidth available for essential equipment such as computers, phones and printers will be impacted.
Alternatives Considered:
Increasing the bandwidth is the only alternative to accommodate the security system. A lower level of mbs could be considered, but would result in lower frame rate and lower surveillance quality.
Section 4 - Attachments
ATTACHMENT 2
707
Budget Decision Package
$50,000.00
$50,000.00
$100,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00506
Status: Budget Review
Title: Cultural Events Fund
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
West Sacramento is a very diverse city, and being able to celebrate cultural diversity leads to connectivity and pride.
Under this item, a staff would develop a policy and budget for supporting local cultural programming at City facilities and other venues in the city. This item is a Strategic Plan priority for 2023.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9016 5259 Cultural Events Fund
Funding for non-profit, community-serving events with a cultural focus
$50,000.00 $50,000.00 Yes
Total $50,000.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To create a budget to support local cultural programming, with a non-profit, community serving purpose.
Consequences of Not Funding:
The City will be unable to fund supporting local cultural programming.
Alternatives Considered:
Continue utilizing the current methods of supporting local special events with non-profit, community serving purposes through facility and fee waivers.
Section 4 - Attachments
ATTACHMENT 2
708
ATTACHMENT 3 – LABOR/PERSONNEL RELATED SUMMARY
Fund Description Cost FTE
General Fund $ (994,094) -4.14
Community Facilities Districts $ 83,895 0.56
Landscape & Lighting $ 21,000 0.14
Measure E Fund $ 1 96,500
Measure K Fund $ 163,700 1.44
Road Fund $ 248,650 2
General Support Fund $ 157,096 2
Parking Fund $ 8,089 1
Measure G Fund $ (22,595) 0
Community Development Fund $ 705,314 5
Various/All Funds $ 0 58,787
Total $ 526,341 9
$(1.2) $(1.0) $(0.8) $(0.6) $(0.4) $(0.2) $- $0.2 $0.4 $0.6 $0.8 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
Millions
Ongoing Annual Cost of Personnel Adjustments by Fund
-6 -4 -2 0 2 4 6
General Fund
Community Facilities Districts
Measure E Fund
Measure K Fund
Road Fund
General Support Fund
Parking Fund
Community Development Fund
FTE Adjustments by Fund
ATTACHMENT 3
709
ATTACHMENT 3 - POSITION/LABOR RELATED ADJUSTMENTS
ID # Description Department FTE Funding Source FY 2023/24 One-Time
FY 2023/24
Ongoing
FY 2024/25
Ongoing
$ - $ 58,787 $ 58,787
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
12.0 $ 89,000 $ 1,159,346 $ 1,246,364
374 Traffic Engineer Community Development 1 Community Investment Fund 7,800 124,229 129,584
0.56 CFD Funds - 80,539 83,895
0.30 General Fund - - -
0.14 Lighting & Landscape - 20,160 21,000
437 Measure E Trails Groundskeeper Parks & Recreation 1 Measure E - 94,500 96,500 438 Parks Groundskeeper Parks & Recreation 1 General Fund - - 81,000
0.44 Measure K - 44,000 46,200
0.56 General Fund 1,000 57,484 60,284
452 Road Maintenance Workers Public Works 2 Road Fund 80,200 238,293 248,650 459 Admin Analyst Finance 1 General Support Fund - 120,000 124,000 459 Technical Support Specialist I City Manager's Office 1 General Support - 103,015 106,105 459 ADD IT Specialist I City Manager's Office 2 General Support - 250,626 258,146 501 Admin Analyst Economic Development 1 Parking Fund - 26,500 (9,000) $ 49,209 $ (57,511) $ (58,942)
459 DELETE Finance Extra Help Finance General Support Fund - (27,365) (28,378) 439 DELETE Tier II Extra Help Parks & Recreation General Fund - (30,146) (30,564) 496 ADD Retired Annuitant Program Mgr Support Parks & Recreation General Fund/CFDs 49,209 - - 0 $ - $ 56,859 $ 66,402
R01 ADD Parking Manager Economic Development 1 Parking Fund - 191,594 202,400 R01 DELETE Senior Program Manager Economic Development -1 Parking Fund - (183,340) (185,312) R02 ADD Associate Community Investment Planner Economic Development 1 Measure G Fund - 118,941 122,837 R02 DELETE Community Investment Specialist Economic Development -1 Measure G Fund - (104,110) (107,471) R03 ADD Associate Community Investment Planner Economic Development 1 Measure G Fund - 119,986 123,882 R03 DELETE Community Investment Specialist Economic Development -1 Measure G Fund - (103,011) (106,295) R04 ADD Engineering Assistant I Capital Projects 1 General Fund - 114,690 118,387 R04 DELETE Engineering Technician II Capital Projects -1 General Fund - (109,601) (113,685) R05 ADD Administrative Analyst I Fire 1 General Fund - 105,739 109,100 R05 DELETE Secretary Fire -1 General Fund - (94,030) (97,441) -3 $ - $ (481,835) $ (487,909)
459 DELETE Application Support Specialist City Manager's Office -1 General Support - (134,699) (137,583) 459 DELETE Application Support Specialist City Manager's Office -1 General Support - (134,699) (137,583) 459 DELETE IT Manager/Senior Program Manager City Manager's Office -1 General Support - (212,438) (212,742) 436 Parks & Recreation
Eliminated Positions
New Positions
Extra Help/Part Time Staffing
Reclassifications
439 Recreation Coordinator - Athletics & Special
Events
Parks & Recreation
Employee Benefits
Landscape Inspector
ATTACHMENT 3
710
ID # Description Department FTE Funding Source FY 2023/24 One-Time
FY 2023/24
Ongoing
FY 2024/25
Ongoing
$ - $ (292,590) $ (298,361)
DELETE Engineering Assistant III Public Works General Fund - DELETE Traffic Control & Lighting Technician Public Works General Fund - 0 $ - $ - $ -
-1 General Fund - (113,333) (117,500)
1 Measure K Fund - 113,333 117,500
-1 Measure G Fund - (183,160) (185,132)
1 General Support Fund - 183,160 185,132
1 Community Development Fund - 152,648 154,208
-1 General Fund - (152,648) (154,208)
1 Community Development Fund - 207,143 209,301
-1 General Fund - (207,143) (209,301)
2 Community Development Fund - 331,378 341,805
-2 General Fund - (331,378) (341,805)
1 Community Investment Fund - - -
-1 General Fund - - -
9.00 Total Personnel/Labor Requests $ 138,209 $ 443,056 $ 526,341 (292,590) (298,361)
Senior Planner Community Development
494 Facility Maintenance Worker Public Works
Unfunded Positions
Position Funding Changes
452
N/A Real Property Manager Capital Projects
Senior Planner Community Development
Associate Planner Community Development
Principal Planner Community Development
504
ATTACHMENT 3
711
ATTACHMENT 4 – CAPITAL IMPROVEMENT PROGRAM (CIP) SUMMARY Economic
Development,
379,077
Municipal Facilities,
(1,011,352)
Sewer System
Infrastructure,
1,674,000
Water System
Infrastructure,
16,010,000
General Utility
Infrastructure,
Park Improvements, 5,000,000
16,893,337
Transportation,
17,791,667
CIP BY CATEGORY
$(4) $(3) $(2) $(1) $- $1 $2 $3 $4 $5 $6 $7 $8 $9 $10
General Fund
General Facilities Fund
Road Funds
Measure E
Measure K
Measure N
Measure G
Enterprise Funds
Special Revenue
External/Grant Funding
Millions
CIP Requests by Funding Source
FY 2023/24 FY 2024/25
ATTACHMENT 4
712
ATTACHMENT 4 - Capital Improvement Projects (CIP) by Project Type ID # Project Title Funding Source FY 2021/22 FY 2022/23 ECONOMIC DEVELOPMENT | GENERAL $ 379,077 $ -
1235 B Street Tower Public Art Parklet Project Community Investment Fund 100,000 - 11012 Washington Specific Plan Update Grants | State 30,500 - 11017 Pioneer Bluff Plan/Corp Yard Relocation Community Investment Fund (368,374) - 11018 Enterprise Crossing Study Community Investment Fund (342,227) - 14033 5th And C St Garage Improvements Community Investment Fund 447,000 - 11024 Washington And Streetcar Route Public Art Community Investment Fund (19,607) - 11026 Grand Gateway Master Plan Update Grants | State 67,000 - 52069 Stone Lock Facility Maintenance Community Investment Fund 464,785 - MUNICIPAL FACILITIES $ (1,161,352) $ 150,000
One-Time General Fund 260,000 -
Water Enterprise Fund 65,000 -
Sewer Enterprise Fund 70,000 -
1219 Interim Housing Facility Repairs (WO 51038) Measure E - Homelessness Initiative 50,000 - 1245 Police Department Access controls System Upgrade Project General Facilities Fund 75,000 - 1255 Fire Station 44 Facility Repairs General Facilities Fund 191,000 - 1257 Fire Station 42 Perimeter Fencing Replacement General Facilities Fund 35,500 - 1259 Fire Station Emergency Alert Systems General Facilities Fund 100,000 100,000 1261 Recreation Center Access Controls System Upgrade Project General Facilities Fund 39,200 - 51037 Project Homekey Phase II American Rescue Plan Act (ARPA) (2,611,462) - 52041 City Facilities Minor Improvements General Facilities Fund 50,000 50,000 54025 Entertainment District Public Safety & Security Bridge District Designated Funding 14,410 - 54026 City Hall HVAC Replacement American Rescue Plan Act (ARPA) 500,000 - SEWER SYSTEM INFRASTRUCTURE $ 924,000 $ 750,000
1188 South Sewer Lift Station Rehabilitation/Replacement Sewer Enterprise Fund 2,000,000 - 31007 Major Sewer System Emergency Repairs Sewer Enterprise Fund 250,000 250,000 33031 Bryte Sewer Lift Station Rehabilitation Project Sewer Enterprise Fund (1,326,000) - 33032 Westmore Oaks Neighborhood Sewer System Rehabilitation Project Sewer Enterprise Fund - 500,000 WATER SYSTEM INFRASTRUCTURE $ 6,285,000 $ 9,725,000
1224 WTP Altitude Valve Replacement Water Enterprise Fund 40,000 50,000 1244 New Security Fencing for Remote Water Facility Sites Water Enterprise Fund - 1,000,000 1223 WTP VFD Replacement Water Enterprise Fund 195,000 195,000 1254 Potable Well Refurbishment & Construction Water Enterprise Fund 100,000 200,000 1239 Water Tank Cathodic Protection Assessment & Installation Water Enterprise Fund 500,000 500,000 1240 Caustic Facility Rehabilitation & Mixing System Water Enterprise Fund 200,000 480,000 1242 Water Treatment Building & Pipe Painting Water Enterprise Fund 250,000 250,000 22061 Sand Pump Replacements Water Enterprise Fund - 250,000 25023 Water Meter Upgrade and Replacement Project Water Enterprise Fund 1,000,000 4,000,000 21007 Major Water System Emergency Repairs Water Enterprise Fund 300,000 300,000 21041 High Service Manifold Repair/Replacement/Vault Installation Water Enterprise Fund 3,700,000 2,500,000 TRANSPORTATION | BICYCLE, PEDESTRIAN & TRAIL FACILITIES $ 2,360,480 $ 774,100 Measure N - Community Investment 82,070 -
Grants | State 258,410 -
Measure E - Bike/Ped/Trails 126,000 -
Traffic Improvement Fund - 83,100
Grants | Other Agencies 44,000 691,000
Park Impact Fee 50,000 -
Grants | State 1,800,000 -
TRANSPORTATION | STREET MAINTENANCE PROGRAM & SURFACE IMPROVEMENTS $ 2,400,000 $ 2,250,000 1195 Pavement Management System Update 2023 Road Fund - Gas Tax 150,000 - 17021 Arterial Street Pavement Repair Program Measure E - Road Rehabilitation 1,000,000 1,000,000 17025 On-Call Arterial Street Pavement Repair Measure K - Roads 250,000 250,000 Measure E - Road Rehabilitation 1,000,000 -
Road Fund - SB1 - 1,000,000
TRANSPORTATION | TRAFFIC OPERATIONS & SAFETY IMPROVEMENTS $ 3,007,000 $ 950,000 One-Time General Fund 70,000 -
Grants | Federal 280,000 -
Community Investment Fund 155,000 -
Grants | Other Agencies 638,000 -
1211 Marshall & Higgins Public Safety and Traffic Calming Improvements Project One-Time General Fund 1,364,000 - 1225 Traffic Management & Operations Program Traffic Improvement Fund - 450,000 12202 Citywide Regulatory Sign Replacement Project One-Time General Fund 100,000 100,000 16011 Targeted Traffic Operations Improvements Road Fund - Gas Tax 150,000 150,000 17022 On-Call Striping Program Measure K - Roads 250,000 250,000 Southport Levee Recreation Trail Planning and Design
Arc Flash Hazard Analysis Survey
Sidewalks & Transportation Equity Program (STEP)
West Capitol Ave. Regional Connection Bike/Ped Safety Improvements Neighborhood Pavement Preservation Program
1165
17026
1148
1207
62147
1199
1203
Vision Zero - Comprehensive Safety Action Plan
North 5th Street Connectivity and Complete Street (PA&ED Phase) ATTACHMENT 4
713
ATTACHMENT 4 - Capital Improvement Projects (CIP) by Project Type ID # Project Title Funding Source FY 2021/22 FY 2022/23 TRANSPORTATION | STUDIES $ 694,497 $ 1,280,000
1229 Lake Road Electrified Mobility Hub Project Traffic Improvement Fund 100,000 - Measure E - Bike/Ped/Trails - 55,600
Grants | Other Agencies - 224,400
10048 Sacramento Avenue Complete Streets Corridor Improvement Plan Grants | Other Agencies 650,000 - Community Investment Fund (46,081) -
Traffic Improvement Fund (9,422) -
15046 Port Area Infrastructure and Complete Streets Project Community Investment Fund - 1,000,000 TRANSPORTATION | STREET RECONSTRUCTION $ 500,000 $ 1,000,000 15042 State Streets Pavement Rehabilitation Project Road Fund - SB1 1,000,000 1,000,000 15051 3rd and D Frontage Improvements Development Trust Fund (250,000) - 15052 Kind Project Development Trust Fund (250,000) -
TRANSPORTATION | SIGNALS & LIGHTING $ 800,000 $ 1,300,000 1117 Traffic Signal Centracs Controller Phase 2 Interconnect Construction Road Fund - Gas Tax - 1,000,000 1200 Traffic Signal Fuel Cell Backup System One-Time General Fund 550,000 - 1204 Emergency Vehicle Preemption (EVP) System One-Time General Fund 250,000 250,000 Road Fund - Gas Tax 100,000 50,000
Donations & Contributions (100,000) -
TRANSPORTATION | OTHER $ 335,590 $ 140,000
1227 2024 Citywide Traffic Data Collection Program Traffic Improvement Fund - 40,000 1256 Citywide VMT Mitigation Fee Program Traffic Improvement Fund 250,000 - 12019 Citywide Speed Limit Surveys One-Time General Fund 100,000 100,000 15048 Bridge District Parking Lot equipment Bridge District Designated Funding (14,410) - UTILITIES | GENERAL UTILITY INFRASTRUCTURE $ 500,000 $ 4,500,000 Community Investment Fund 30,000 270,000
Sewer Enterprise Fund 20,000 180,000
Water Enterprise Fund 50,000 450,000
Grants | Other Agencies 400,000 3,600,000
PARKS AND RECREATION | PARK IMPROVEMENTS $ 5,296,737 $ 11,596,600 1192 Public Boat Dock - Debris Deflector Repair One-Time General Fund 500,000 - 1198 Community Center - South Entrance Enclosure Design General Facilities Fund 25,000 - Measure K - Parks - 196,600
Park Impact Fee - 2,400,000
Grants |Other Agencies 600,000 -
Grants | State 340,000 -
52075 FS-41 Art Installation Project Public Art Fee 5,000 - 62126 Raley'S Dock Improvements Community Investment Fund 76,737 - 62131 Bees Lakes Habitat Restoration Plan and Public Access Improvements Park Impact Fee 100,000 - Park Impact Fee - 3,000,000
Grants | Federal - 3,000,000
One-Time General Fund 942,267 -
Park Impact Fee - 3,000,000
American Rescue Plan Act (ARPA) (942,267) -
Grants | Other Agencies 2,475,000 -
Grants |Federal 750,000
62151 Bridgeway Lakes Boathouse Tower Repairs One-Time General Fund 25,000 - 62155 Westacre Park Renovation and Expansion Project Park Impact Fee 400,000 - Total Capital Project Requests $ 22,321,029 $ 34,415,700 Westmore Oaks Playfield Improvement Project
Heritage Oaks Park Master Plan Implementation
Bryte Park Master Plan Implementation
Washington District Underground Utility Infrastructure Infill and Upgrade Project 11019
1250 Clarksburg Branch Line Trail - Village Parkway to South City Limit (PA&ED) Broadway Bridge: Environmentals And Permits
Traffic Signal & Street Light Emergency Repairs
62138
1221
62134
12204
1197
ATTACHMENT 4
714
Traffic Signal Centracs Controller Phase 2 Interconnect Construction CIP-01117
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Signals and Lighting
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Joshua Bailey
Status: Budget Review
Citywide locations
Project Location
Project Description
This project would provide for the interconnect of traffic signal controllers associated with Phase 2 of the Centracs Traffic Signal Controller installations. The new controllers will provide the ability to communicate remotely with all signals throughout the City, however, some type of communication medium will be necessary to actually connect with the Phase 2 traffic signal controllers. These communication mediums could be hard-wired such as fiber optic or it could be some type of wireless technology. The Phase 2 controllers are being purchased currently and will be installed near the end of the 2023 calendar year and will complete the installation of Centracs traffic controllers at all traffic signals in the City.
The Phase 1 purchase of Centracs controllers and interconnect is complete. Much of the interconnect was completed with the fiber optic cable that was installed as part of the recently West Capitol Ave project.
Estimated Start
Summer 2024
CIP Status
Planned Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $0 $850,000 $0 $0 $0 $0 $850,000 Professional Services $0 $0 $150,000 $0 $0 $0 $0 $150,000 Total Project Budget $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2019211 - Road Fund - Gas
Tax
$0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000
Total Funding $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Without this interconnect project for the signals associated with the Centracs Traffic Signal Controller Installation Phase 2 project, the controller installations will be extremely limited. This project is necessary for communication with the signals remotely.
Consequences of Not Funding
Without this interconnect project for the signals associated with the Centracs Traffic Signal Controller Installation Phase 2 project, the controller installations will be extremely limited. This is a necessary component of that project.
Alternatives Considered
Do nothing with either project, however, that continues to leave the City with an antiquated traffic signal system throughout the City.
O&M impacts will be minimal for fiber optic cables to all signals throughout the City. There will ongoing maintenance associated with all traffic signals throughout the City. The Road Fund is the appropriate location for this funding, however, Measures E and K would also be appropriate along with the General Fund.
Operation Impact
ATTACHMENT 4
715
Sidewalks & Transportation Equity Program (STEP)
CIP-01148
Community Development
City of West Sacramento | General (Fund 400)
Mobility Action Plan
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Bicycle, Pedestrian & Trail Facilities Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jason McCoy / Stephanie
Chhan
Status: Budget Review
Citywide
Project Location
Project Description
Per the 2021 West Sacramento Mobility Action Plan (MAP) and the 2020 Joint Mayors' Commission on Climate Change, West Sacramento is seeking a 30% mode shift to active transportation by 2030, and 40% by 2045. Achieving these goals requires prioritization of pedestrians.
Significant existing sidewalk gaps/deficiencies are currently concentrated in the City’s most severely disadvantaged communities. To ensure equitable outcomes in the future, the City must comprehensively understand where pedestrian/sidewalk deficiencies exist and develop a funding strategy that prioritizes pedestrian enhancements in neighborhoods where residents rely on pedestrian infrastructure most.
The City currently lacks a complete inventory of existing sidewalk assets, as well as staff capacity to collect this data independently. This data collection, analysis and policy development is critical to establishing an equitable approach for the development of a Sidewalk Program.
This STEP initiative will complete the following:
• Citywide Sidewalk Inventory & Assessment
o Data Collection (database for GIS/Asset Management systems) • Define Individual Projects (Cost Estimates, Utility/Drainage Considerations) • Develop/Apply Project Prioritization Framework
• Complete 30% Design/Conceptual Drawings
Estimated Start
Spring 2023
CIP Status
In Progress Study/Pre-Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $258,410 $0 $0 $0 $0 $0 $258,410 Internal Labor $0 $48,589 $0 $0 $0 $0 $0 $48,589
Contingency $0 $33,481 $0 $0 $0 $0 $0 $33,481
Total Project Budget $0 $340,480 $0 $0 $0 $0 $0 $340,480 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | State $0 $258,410 $0 $0 $0 $0 $0 $258,410 1119375 - Measure N Funds -
Community Investment
$0 $82,070 $0 $0 $0 $0 $0 $82,070
Total Funding $0 $340,480 $0 $0 $0 $0 $0 $340,480
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
716
Project Justification
The full application submitted to the 2021/22 Caltrans Sustainable Transportation Planning Grant program, which discusses in detail the proposed scope and justification for the West Sacramento Sidewalks & Transportation Equity Program (STEP) is included as an attachment to this CIP for reference. Without a comprehensive view of the existing network needs, it is impossible for the City to holistically or equitably determine which sidewalk projects to prioritize, or what the actual resources needed will be to address this problem. By completing this work, the City will be able to equitably prioritize sidewalk gap closures and repairs in neighborhoods where residents rely on walking for daily trips most often, which will help enhance safety, connectivity, and accessibility for those residents. In addition, the identification and prioritization of sidewalk repair and gap closure projects will provide baseline information to help in achieving the City’s mode Resolution 21-37 STEP Grant Local Match shift and sustainability targets. Funding and implementation of these projects will depend on a number of factors, which will be analyzed and a strategy developed under this initiative. The City Council adopted Resolution 21-37 at their August 18, 2021 Council meeting.
Caltrans has awarded the City $258,410 in state funding through City executing a grant agreement and meeting the local match requirement of
11.47%, or $33,481 and an additional $48,589 for contingency, both appropriated from the Measure N – Community Improvements category. By leveraging these funds, the City will receive the additional funding resources necessary to complete this work and fill the gaps in the current transportation database, making it possible to conduct more comprehensive analyses moving forward.
Consequences of Not Funding
The STEP program is currently in-progress. If left unfunded, the program will stop, will not be implemented, and the benefits of the initiative will not be realized. In addition, the City will be giving up a $258,419 state grant specifically for the STEP initiative and will likely be left ineligible for future awards for a period of time due to the return of grant funds.
Alternatives Considered
None
Not applicable
Operation Impact
ATTACHMENT 4
717
Arc Flash Hazard Analysis Survey
CIP-01165
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | General
Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Jeramy Chapdelaine/Tim
Spinelli
Status: Budget Review
Citywide facilities
Project Location
Project Description
This project entails the risk assessment of the City facilities' electrical systems and establishes a safety protocol. The survey, performed by a qualified outside engineering contractor, will assess the current arc flash ratings of each electrical panel and label them in compliance with current National Fire Protection Association (NFPA) standards. The posted arc flash ratings will identify the required personal protective equipment (PPE) necessary for staff to perform safe electrical maintenance and repairs to City infrastructure.
Estimated Start
Fall 2022
CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $395,000 $0 $0 $0 $0 $0 $395,000 Total Project Budget $0 $395,000 $0 $0 $0 $0 $0 $395,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $260,000 $0 $0 $0 $0 $0 $260,000
5019410 - Sewer Enterprise
Fund
$0 $70,000 $0 $0 $0 $0 $0 $70,000
5069620 - Water Enterprise
Fund
$0 $65,000 $0 $0 $0 $0 $0 $65,000
Total Funding $0 $395,000 $0 $0 $0 $0 $0 $395,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Materials & Supplies $0 $50,000 $50,000 $0 $0 $0 $0 $100,000 Total O&M $0 $50,000 $50,000 $0 $0 $0 $0 $100,000
ATTACHMENT 4
718
Project Justification
The current NFPA standards require all electrical systems above a minimum electrical rating to be assessed by a qualified engineer to identify the risk of an electrical hazard called an arc flash. OSHA enforces the NFPA standard to protect workers from the associated risk of arc flash and we are currently out of compliance. The proper labelling of electrical components allows for workers to be aware of critical PPE necessary to safely perform their job, and also identifies maintenance issues and requirements to protect against future failures. The City has performed a minimal survey in the past for some infrastructure, but a City-wide facility assessment and labelling is required and overdue for older facilities. This is a onetime survey as new facilities require Arc Flash labeling prior to building permit sign-off. The assessment must be reviewed every five years to ensure compliance with any updated code requirements or changes to infrastructure design, but the scope is minimal in comparison to the initial survey.
Consequences of Not Funding
The City’s electrical infrastructure will remain out of compliance with NFPA standards and potentially increase the risk of electrical injury to staff or damage to equipment. The City would also be at risk of OSHA violations or increased insurance costs.
Alternatives Considered
No alternatives.
Additional electrical issues that need to be addressed will be performed by staff.
Operation Impact
ATTACHMENT 4
719
South Sewer Lift Station Rehabilitation/Replacement
CIP-01188
Capital Projects
City of West Sacramento | Sewer (Fund 502)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Sewer | Sewer Maintenance (Collection & Conveyance)
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Amber Wallace
Status: Budget Review
South Sewer Lift Station is located at the corner of Park Blvd and Stone Blvd.
Project Location
Project Description
The lift station maintenance crews have identified the South sewer lift station (South LS) in critical need of upgrading and have asked to put it ahead of Bryte LS, although both stations still need rehabilitation efforts.
The South LS is located at the corner of Park Blvd and Stone Blvd. It is directly downstream of the NorCal Beverage Company. Due to the quality and the irregular flow cycles of the wastewater from the NorCal Beverage Company, the South LS is severely corroded and the pumps have a hard time keeping up with the highs and lows. Several outreach efforts to NorCal Beverage has yielded little results.
The project would be to rehabilitate corroded sections of the sewer lift station, change dry well/wet well pumping system to a submersible pump, and to create storage tank upstream of the South LS to give the lift station additional time to respond to high flows.
Estimated Start
Spring 2023
CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Professional Services $0 $400,000 $0 $0 $0 $0 $0 $400,000 Internal Labor $0 $100,000 $0 $0 $0 $0 $0 $100,000
Total Project Budget $0 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5029421 - Sewer Impact Fee $0 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total Funding $0 $2,000,000 $0 $0 $0 $0 $0 $2,000,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
720
Project Justification
The lift station maintenance crews have identified the South sewer lift station (South LS) in critical need of upgrading and have asked to put it ahead of Bryte LS, although both stations still need rehabilitation efforts.
The South LS is located at the corner of Park Blvd and Stone Blvd. It is directly downstream of the NorCal Beverage Company. Due to the quality and the irregular flow cycles of the wastewater from the NorCal Beverage Company, the South LS is severely corroded and the pumps have a hard time keeping up with the highs and lows. Several outreach efforts to NorCal Beverage has yielded little results.
The project would be to rehabilitate corroded sections of the sewer lift station, change dry well/wet well pumping system to a submersible pump, and to create storage tank upstream of the South LS to give the lift station additional time to respond to high flows.
Consequences of Not Funding
Because of the inability of the pumps to keep up with the flows, until the pump is rehabilitated, there is a chance of sewer overflows.
Alternatives Considered
This project will restore the South Sewer Lift Station to essentially a "new" condition and will reduce the amount of O&M costs by ...%.
Operation Impact
ATTACHMENT 4
721
Public Boat Dock - Debris Deflector Repair
CIP-01192
Parks & Recreation
City of West Sacramento | General (Fund 400)
Entertainment District Public Safety & Security
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
Replacement
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
In the Sacramento River, upriver from the Etenesh Zeleke Public Boat Dock, within the Entertainment District.
Project Location
Project Description
The current debris deflector protecting the Etenesh Zeleke Public Boat Dock has failed and does is currently submerged below the water line of the Sacramento River. Debris such as trees and other organic matter are passing though the failed deflector or becoming water logged creating hazards for boaters.
Estimated Start
Summer 2023
CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $410,000 $0 $0 $0 $0 $0 $410,000 Contingency $0 $41,000 $0 $0 $0 $0 $0 $41,000
Internal Labor $0 $29,000 $0 $0 $0 $0 $0 $29,000
Permits $0 $20,000 $0 $0 $0 $0 $0 $20,000
Total Project Budget $0 $500,000 $0 $0 $0 $0 $0 $500,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $500,000 $0 $0 $0 $0 $0 $500,000
Total Funding $0 $500,000 $0 $0 $0 $0 $0 $500,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This project would repair the deflector creating a safe environment for boater and dock users and protect the floating dock elements from potential damage.
Consequences of Not Funding
Not repairing the debris deflector would result in an unsafe environment for boaters and dock users, and potential damage to the boat dock facility as a result floating marine debris.
Alternatives Considered
Leave the debris deflector in place and pay a contractor to remove any floating debris manually. Removing the the debris manually is expensive and this option would become cost prohibitive.
Operation Impact
ATTACHMENT 4
722
Pavement Management System Update 2023
CIP-01195
Capital Projects
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Maintenance Program & Surface Improvements Study/Pre-Design Only
Contact: Gary Predoehl
P.M.:
Status: Budget Review
Citywide
Project Location
Project Description
In 1991 the City of West Sacramento first established a Pavement Management System (PMS) to help identify, track, and prioritize roadway maintenance, rehabilitation, and preservation improvements. Updates to the PMS were accomplished in 1999, 2005, 2013 and 2018. Over the years, the scope of street pavement rehabilitation projects has expanded as mandated by regulation and policy, to include improvements related to ADA compliance and complete streets emphasizing friendlier bicycle and pedestrian facilities. Further, an up-to-date PMS is now required to be eligible for federal and state street maintenance and preservation grants.
Implementation of the PMS has guided the City in its prioritization of much-needed road maintenance, rehabilitation and preservation and have highlighted the need for additional funding to properly maintain the City's roadways. In the last PMS update in 2018, the average Pavement Condition Index (PCI) was 60. 60 is in the "fair" category, however, many City roads were well below 60 rating with 30% in the poor or failed category. More recently, the City has been receiving numerous pothole complaints and experiencing pavement failures on a variety of its streets. Winter storms combined with high levels of truck traffic have resulted in issues on many of the City's arterial streets.
Estimated Start CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $120,000 $0 $0 $0 $0 $0 $120,000 Internal Labor $0 $30,000 $0 $0 $0 $0 $0 $30,000
Total Project Budget $0 $150,000 $0 $0 $0 $0 $0 $150,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2019211 - Road Fund - Gas
Tax
$0 $150,000 $0 $0 $0 $0 $0 $150,000
Total Funding $0 $150,000 $0 $0 $0 $0 $0 $150,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
723
Project Justification
The last Pavement Management System (PMS) update was accomplished in 2018. PMS updates are required every five years to be eligible for federal and state grants for street construction, preservation and maintenance. In addition, an up-to-date PMS is necessary to guide the City in its prioritization of much-needed road preservation and maintenance. In the last PMS update in 2018, the average Pavement Condition Index (PCI) was 60. 60 is in the "fair" category, however, many City roads were well below 60 rating with 30% in the poor or failed category. More recently, the City has been receiving numerous pothole complaints and experiencing pavement failures on a variety of its streets. Winter storms combined with high levels of truck traffic have resulted in issues on many of the City's arterial streets.
Consequences of Not Funding
The City will not be eligible to receive federal and state grants for street construction, preservation and maintenance. In addition, an up-to-date PMS is necessary to guide the City in its prioritization of much-needed road preservation and maintenance. Not having an up-to-date PMS will prevent the City from using a data-based approach to prioritization of much-needed road preservation and maintenance.
Alternatives Considered
Delaying this work will lead to delay of improvement work to roads.
This is a study of the pavement condition of all City streets. The results of the study will inform maintenance, preservation and reconstruction of City streets, thereby addressing the costs of deferred maintenance which plague most of the City streets.
Operation Impact
ATTACHMENT 4
724
Washington District Underground Utility Infrastructure Infill and Upgrade Project CIP-01197
Capital Projects
City of West Sacramento | General (Fund 400)
Inclusive Economic Development Strategy
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Utilities | General Utility Infrastructure
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Amber Wallace
Status: Budget Review
Washington District Green Zone. See Attached Map.
Project Location
Project Description
This project will complete the Washington District Underground Utility Infrastructure Project, constructed in 2017-2019, by constructing infill and upgraded sanitary sewer lines, potable water lines, storm drain lines, and associated appurtenances/infrastructure that were not constructed as part of the 2017-2019 underground infrastructure project. In addition, the project includes the installation of approximately 3,000 LF of fiber optic line along Third Street which will eventually be used for coordination of openings by the new I Street Bridge between C Street in West Sacramento and Railyards Blvd in Sacramento, the existing I Street Bridge which will have the deck converted for pedestrian and bicycle uses, the existing Tower Bridge and the new Broadway Bridge.
This project infrastructure will serve that portion of the West Sacramento Green Zone within the Washington District. This project has received a $4 million Green Means Go grant from SACOG.
Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $450,000 $450,000 $0 $0 $0 $0 $900,000 Internal Labor $0 $50,000 $50,000 $0 $0 $0 $0 $100,000
Construction Contract $0 $0 $4,000,000 $0 $0 $0 $0 $4,000,000 Total Project Budget $0 $500,000 $4,500,000 $0 $0 $0 $0 $5,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Other
Agencies
$0 $400,000 $3,600,000 $0 $0 $0 $0 $4,000,000
5079621 - Water Impact Fee
Fund
$0 $50,000 $450,000 $0 $0 $0 $0 $500,000
1069020 - Gen C.I. Spec Tax
(Measure G)
$0 $30,000 $270,000 $0 $0 $0 $0 $300,000
5029421 - Sewer Impact Fee $0 $20,000 $180,000 $0 $0 $0 $0 $200,000 Total Funding $0 $500,000 $4,500,000 $0 $0 $0 $0 $5,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
725
Project Justification
This project has received a $4 million Green Means Go grant from SACOG. Please see the attached Green Means Go project application for a detailed justification for the project.
Consequences of Not Funding
The City would lose the $4 million Green Means Go grant from SACOG. In addition, it could be "blacklisted" from receiving additional grants from SACOG because of non-performance of this grant.
Alternatives Considered
None.
Operation Impact
ATTACHMENT 4
726
Community Center - South Entrance Enclosure Design
CIP-01198
Parks & Recreation
City of West Sacramento | General (Fund 400)
Homelessness and Community Impacts
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | General
Modification/Rehabilitation
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
Community Center
1075 West Capitol Avenue
Project Location
Project Description
Design services for an enclosure for the Community Center South entrance.
Estimated Start
Summer
CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $22,500 $0 $0 $0 $0 $0 $22,500 Internal Labor $0 $2,500 $0 $0 $0 $0 $0 $2,500
Total Project Budget $0 $25,000 $0 $0 $0 $0 $0 $25,000
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2089910 - General Facilities
Fund
$0 $25,000 $0 $0 $0 $0 $0 $25,000
Total Funding $0 $25,000 $0 $0 $0 $0 $0 $25,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The South entrance to the Community Center is exposed to frequent overnight camping and gatherings that includes dangerous activities and issues. These include lighting of fires adjacent to the Center entrance doors, substance abuse, sexual activity, vandalism, physical altercations, graffiti and biohazards such as human blood, other body fluids and excrement, and drug paraphernalia. Enclosing this area will stop these activities and create a healthier and safer environment for participants who attend programs at the center and employees who work in the building.
Consequences of Not Funding
Not securing design services for an enclosure for the South entrance to the Community Center will result in continue unsafe conditions at the Center South entrance. A fire may burn out of control and spread to the adjacent building. Dangerous overnight camping activities and drug use in the vicinity could result in an overdose, increased violent and sexual activity, or the loss of human life on Community Center property.
Alternatives Considered
We could contract security services to monitor the entrance 24/7, but that would prove cost prohibitive.
Operation Impact
ATTACHMENT 4
727
Vision Zero - Comprehensive Safety Action Plan
CIP-01199
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Citywide
Project Location
Project Description
Vision Zero is a strategy to eliminate all traffic fatalities and severe injuries, while increasing safe, healthy, equitable mobility for all. First implemented in Sweden in the 1990s, Vision Zero has proved successful across Europe — and now it’s gaining momentum in major American cities. Vision Zero is a traffic safety philosophy that rejects the notion that traffic crashes are simply “accidents,” but instead preventable incidents that can and must be systematically addressed.
Vision Zero tenants: 1) Traffic deaths are preventable; 2) Integrates human failings into its approach; 3) Seeks to prevent fatal and severe crashes; 4) Uses a systems approach; and 5) Saving lives should not be expensive.
Vision Zero is a significant departure from the status quo in two major ways:
1) Vision Zero recognizes that people will sometimes make mistakes, so the road system and related policies should be designed to ensure those inevitable mistakes do not result in severe injuries or fatalities. This means that system designers and policymakers are expected to improve the roadway environment, policies (such as speed management), and other related systems to lessen the severity of crashes. 2) Vision Zero is a multidisciplinary approach, bringing together diverse and necessary stakeholders to address this complex problem. In the past, meaningful, cross-disciplinary collaboration among local traffic planners and engineers, policymakers, and public health professionals has not been the norm. Vision Zero acknowledges that many factors contribute to safe mobility — including roadway design, speeds, behaviors, technology, and policies — and sets clear goals to achieve the shared goal of zero fatalities and severe injuries.
Committing to Vision Zero will take the following strategies:
* Building and sustaining leadership, collaboration, and accountability – especially among a diverse group of stakeholders to include transportation professionals, policymakers, public health officials, police, and community members; * Collecting, analyzing, and using data to understand trends and potential disproportionate impacts of traffic deaths on certain populations; * Prioritizing equity and community engagement;
* Managing speed to safe levels; and
* Setting a timeline to achieve zero traffic deaths and serious injuries, which brings urgency and accountability, and ensuring transparency on progress and challenges.
The City intends to implement a Zero Vision Strategy Plan and will seek a consultant to develop the Plan and to seek funding (grants) for its implementation.
Estimated Start
Fall 2023
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $315,000 $0 $0 $0 $0 $0 $315,000 Internal Labor $0 $35,000 $0 $0 $0 $0 $0 $35,000
Total Project Budget $0 $350,000 $0 $0 $0 $0 $0 $350,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Federal $0 $280,000 $0 $0 $0 $0 $0 $280,000 1079910 - One Time General
Fund
$0 $70,000 $0 $0 $0 $0 $0 $70,000
Total Funding $0 $350,000 $0 $0 $0 $0 $0 $350,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total ATTACHMENT 4
728
No Operations & Maintenance Details Provided
Project Justification
Ther City seeks to develop and implement a Vision Zero Strategy & Action Plan in order to eliminate all traffic fatalities and severe injuries, while increasing safe, healthy, equitable mobility for all. This in itself ought to be sufficient justification to move ahead with development of the Plan.
However, there is additional important justification. The Bipartisan Infrastructure Law (BIL) established the new Safe Streets and Roads for All (SS4A) discretionary program with $5 billion in appropriated funds over the next 5 years. The SS4A program funds regional, local, and Tribal initiatives through grants to prevent roadway deaths and serious injuries. The City sought funding for the Vision Zero Strategy through the SS4A program and was awarded $280,000 matched with $70,000 in local funds for staff time and contingency - representing an 80% grant funded share of the total project cost. ($350,000). This is consistent with analysis of other Vision Zero implementation plan costs.
Consequences of Not Funding
Potential of not being able to receive traffic safety grants in the future unless the Vision Zero Plan is developed and implemented. In addition, we have received federal funding to complete this project. These funds were very competitive and West Sacramento was one of a handful of communities that received awards, one of the 44 received in the state and the only agency in both Sacramento County and Yolo County. It would not be advisable to decline the grant funds to complete this analysis.
Alternatives Considered
None. Grant funding has been secured for this project through Federal SS4A program.
None.
Operation Impact
ATTACHMENT 4
729
Traffic Signal Fuel Cell Backup System
CIP-01200
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Signals and Lighting
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Josh Bailey
Status: Budget Review
Citywide - Ten priority traffic signal locations to be determined Project Location
Project Description
This project will acquire and install PEM (Protein Exchange Membrane) Fuel Cell backup systems on ten high priority traffic signals in the City. The Fuel Cell systems runtime of 5-14+ days is considerably longer than a Battery backup (16 hours or less) depending on the status the intersection is in (fully operational or flash-mode). The PEM Fuel Cell solution is a “GREEN” alternative to battery backup or generators when the City experiences planned & unplanned outages.
Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $500,000 $0 $0 $0 $0 $0 $500,000 Internal Labor $0 $50,000 $0 $0 $0 $0 $0 $50,000
Total Project Budget $0 $550,000 $0 $0 $0 $0 $0 $550,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $550,000 $0 $0 $0 $0 $0 $550,000
Total Funding $0 $550,000 $0 $0 $0 $0 $0 $550,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
730
Project Justification
Currently the City of West Sacramento is subject to power supply company (PG&E) planned and unplanned outages that have and will disrupt power to the traffic signal-controlled intersections. City residents, staff & Council have requested longer runtimes for the City's traffic signals during power outages. Past/Current solutions the City has implemented include:
1. “Doing nothing” - This limits the City's liability as the responsibility falls on the provider of power along with individual drivers who must recognize "black" signals and follow legal 4-way-stop protocol. However, although this option limits City liability, it typically increases the risk of accidents because drivers quite often ignore the four-way-stop protocol.
2. Attach a diesel or gasoline generator to provide temporary power when interrupted. This requires continual “ready” support by staff and is subject to constant refueling, maintenance and/or repair.
3. Install a piggy-back system (Battery Backup) that will switch to battery power when power is lost. This has historically been the City's primary solution but is a heavy O&M burden and is subject to environmental factors which can dramatically affect the runtime/effectiveness of the temporary power. In addition, in optimal conditions, the battery backup only lasts 16 hours or less.
In the event of extended outages, “unlimited” runtime is a possibility because of mobile hydrogen re-fueling onsite. The required maintenance for operation is minimal and avoids unpredictable battery runtimes, life & capacity issues.
Consequences of Not Funding
Traffic signals will either remain without any backup systems when power is lost, subjecting the intersection to a "black" signal and four-way-stop protocol or if a signal has a backup battery system, to a maximum 16 hours of power before it also goes black.
Alternatives Considered
Doing nothing and leaving the system as is, recognizing its limitations and the reality there will be more accidents when power is lost and signals go black.
There will be operations and maintenance associated with this fuel cell backup system, however, it will be less than other types of backup systems such as batteries or generators. Cost is unknown at this time.
Operation Impact
ATTACHMENT 4
731
North 5th Street Connectivity and Complete Street (PA&ED Phase) CIP-01203
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements PA&ED/Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
5th Street from C Street north to Fountain Drive
Project Location
Project Description
CDD Transportation Planning Project Only at this phase (PA&ED). The project will complete the environmental, design, and right-of-way phases to close gaps in the bicyclist and sidewalk network, safety enhancements for intersections, and an ADA ramp connection from 5th Street/A Street to Riverwalk Trail. This is a needed, timely project that will connect to three significant regional projects, the upcoming I Street Bridge Replacement Project, the I Street Bridge Deck Conversion Project, and North Riverwalk Trail Extension. The project will ultimately design and environmentally clear the project to make it "shovel ready" for construction improvements. This project will also design the relocation of an existing transit stop at the corner of 5th and C St. (Yolobus) that was relocated as part of an economic development project in partnership with Ernesto Delgado. The new transit stop will be north of the C Street alley, adjacent to new residential development project and will feature a new bus shelter and accessibility improvements. Protected bike lanes will be "high-visibility green" and parking protected, allowing for parking to be reintroduced along the corridor along with traffic calming improvements. This project is in response to multiple community complaints about speeding along the corridor and lack of pedestrian safety features - all of which will be addressed in the design.
Estimated Start
Fall 2023
CIP Status
Planned PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $768,000 $0 $0 $0 $0 $0 $768,000 Internal Labor $0 $25,000 $0 $0 $0 $0 $0 $25,000
Total Project Budget $0 $793,000 $0 $0 $0 $0 $0 $793,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Other
Agencies
$0 $638,000 $0 $0 $0 $0 $0 $638,000
1069020 - Gen C.I. Spec Tax
(Measure G)
$0 $155,000 $0 $0 $0 $0 $0 $155,000
Total Funding $0 $793,000 $0 $0 $0 $0 $0 $793,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
732
Project Justification
Grant funding has already been secured through SACOG and the Regional Active Transportation Program in the amount of $638,000. This is matched with $83,000 in local funds to complete the design and environmental phase. (Total project budget is $721,000 + 10% contingency). Staff will pursue (and SACOG has encouraged) seeking grant funding for the construction phase ($3.1 million grant + $400,000 local match) which will be timed to coincide with the I Street Bridge Replacement Project and associated improvements along C Street. Staff is seeking the local match funding to be set aside for the current awarded project and future grant funded construction phase.
Consequences of Not Funding
This project has already received grant funding through SACOG Regional ATP for the design phase and is an implementation of the Bicycle, Pedestrian and Trails Master Plan. Not funding this project means declining grant funding already awarded and not pursuing safety and accessibility along the North 5th Street corridor.
Alternatives Considered
This project will be 80% funded through grant award. This CIP requests authorization to proceed with the project by allocating the required local match funds to secure the grant.
N/A - Existing road improvements. Project provides for restriping and sidewalk/bike improvements.
Operation Impact
ATTACHMENT 4
733
Emergency Vehicle Preemption (EVP) System
CIP-01204
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Signals and Lighting
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Josh Bailey
Status: Budget Review
Citywide at all traffic signal locations
Project Location
Project Description
Traffic Signal GPS Emergency Vehicle Preemption (EVP) is a highly secure radio-enabled system that produces unmatched precision and superior management capabilities that allows our Fire and Police departments to respond quickly and safely to emergency situations. Some of the capabilities of this system are:
1) Safety - a reduction of intersection crash rates by up to 70 percent, 2) Responsiveness - improved response times by up to 25 percent, 3) Visibility - accommodation of hills/curves/extended distances without additional detectors 4) Efficiency - the ability to activate signal preemption based on estimated time of arrival or distance.
The GPS EVP systems will be installed at all traffic signal-controlled intersections throughout the City over a five-year period.
Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $250,000 $250,000 $250,000 $250,000 $0 $0 $1,000,000 Total Project Budget $0 $250,000 $250,000 $250,000 $250,000 $0 $0 $1,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $250,000 $250,000 $250,000 $250,000 $0 $0 $1,000,000 Total Funding $0 $250,000 $250,000 $250,000 $250,000 $0 $0 $1,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The City of West Sacramento’s Emergency Vehicle Preemption system has an existing Infrared Opticom system that relies on “line of site”. This system requires heavy maintenance and operation support and has several moving parts that can essentially break down. Installing the upgraded GPS EVP System will reduce the O&M costs along with improving the responsiveness from emergency vehicles (Police & Fire). Police and Fire are extremely supportive of moving to the GPS EVP system at all traffic signals.
Consequences of Not Funding
The City will continue to utilize its old unreliable Opticom system. Safety and response time will continue to suffer.
Alternatives Considered
The City of West Sacramento’s Emergency Vehicle Preemption system has an existing Infrared Opticom system that relies on “line of site”. This system requires heavy maintenance and operation support and has several moving parts that can essentially break down. Installing the upgraded GPS EVP System will reduce the O&M costs along with improving the responsiveness from emergency vehicles (Police & Fire).
Operation Impact
ATTACHMENT 4
734
West Capitol Ave. Regional Connection Bike/Ped Safety Improvements CIP-01207
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Bicycle, Pedestrian & Trail Facilities New Construction
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
The Project will:
- Add delineators to the painted buffered bike lanes on West Capitol between I-80 and Jefferson Blvd; - Restripe Class II facilities along West Capitol/Grand Avenue between Jefferson Blvd and Tower Bridge Gateway (TBG) to increase visibility and improve safety;
- Add new Class II bicycle facilities along Westacre Road between West Capitol Avenue and South River Road; and - Intersection improvements on West Capitol Avenue between Jefferson Blvd and TBG; Westacre Road at Merkley Avenue, Willow Avenue, and Evergreen Avenue; TBG at the River Walk Trail; and 15th Street and Jefferson Blvd to increase visibility and improve safety.
Project Location
Project Description
The City recently completed the West Capitol Ave Safety Enhancement & Road Rehabilitation Project, which improved the Class II bicycle facility between I-80/Yolo Causeway and Jefferson Blvd. The City’s desired outcome is to develop West Capitol Ave into a low-stress regional corridor that encourages all modes of transportation. The Project will improve safety along the City’s most dangerous bike routes and add to the low-stress network. A bike network is only useful when it provides a continuous, low stress connections. The improvements to Westacre Road will provide a safe north-south connection through the U.S. 50 underpass and shift cyclists and pedestrians away from Jefferson Boulevard. Intersection pavement and flashing beacons
will create highly visible crosswalks, bringing vibrancy and creating a sense of place while slowing down vehicular traffic.
Estimated Start
Spring 2024
CIP Status
Planned Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $50,000 $0 $0 $0 $0 $0 $50,000 Internal Labor $0 $30,000 $0 $0 $0 $0 $0 $30,000
Construction Contract $0 $0 $781,000 $0 $0 $0 $0 $781,000 Contingency $0 $0 $83,100 $0 $0 $0 $0 $83,100
Total Project Budget $0 $80,000 $864,100 $0 $0 $0 $0 $944,100 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109531 - Measure E Funds -
Bikes/Peds/Trails
$0 $126,000 $0 $0 $0 $0 $0 $126,000
External - Grants | Other
Agencies
$0 $44,000 $691,000 $0 $0 $0 $0 $735,000
2059211 - Traffic
Improvement Fund (TIF)
$0 $0 $83,100 $0 $0 $0 $0 $83,100
Total Funding $0 $170,000 $774,100 $0 $0 $0 $0 $944,100 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
735
Project Justification
This project is partially funded through a $735,000 grant award from SACOG. Total project cost is $831,000 + Contingency and staff time. It is of critical importance to the City to provide additional safety improvements within a SB 535 Disadvantaged Community Zone and low-income community along some of the highest collision streets within the City. This project will further the City’s connected network of safe and low-stress bicycle and pedestrian facilities, encouraging more people to bike and walk.
Consequences of Not Funding
We have already received a grant award of $735,000. If local match, contingency and staff time are left unfunded, we will be required to decline grant funds and leave West Capitol Avenue unfinished.
Alternatives Considered
none.
Operation Impact
ATTACHMENT 4
736
Marshall & Higgins Public Safety and Traffic Calming Improvements Project CIP-01211
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements PS&E/Final Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Marshall Road (Southport Parkway to Jefferson) and Higgins Road (Summerfield Drive to Jefferson) Project Location
Project Description
The goal of this work is to develop safety, traffic calming improvements, bicycle/pedestrian infrastructure improvements consistent with Complete Streets objectives. This project is a priority for the City to provide a connected, safe network for transit-dependent individuals and zerovehicle households. The City hopes to gather public feedback to develop a community driven, preferred project, and that that these improvements will also help realize greenhouse gas and vehicle miles travelled reductions. Marshall Road connects to Levee Access Road, where many enter to bike on the unpaved trail along the Deep-Water Ship Channel. Though some people bike along Marshall Road to enter Levee Access Road, many drive and park their cars at the end of Marshall Road to enter the unpaved trail. Safer, improved bicyclist facilities may encourage more people to bike along Marshall Road, rather than to drive and park to enter the Levee Access Road trail as well as to other nearby destinations. Higgins Road is a direct connection for the people in the surrounding residential neighborhood to travel to River City High School (RCHS) and the City’s Recreation Center. The proposed project is the most effective means to preserve and extend the life of two roads that have not been repaved in the past twenty years, aligning them with the vision and goals outlined in policy documents the City has adopted in the past few years. It is invaluable to create a safe, connected pedestrian and bicycle network for people of all ages and abilities. The City is invested in transforming these car-centric residential collectors to facilities that fully support multi-modal transportation. The City is seeking funding for traffic analysis, environmental clearance, final design, and community engagement for the proposed project. The City plans to conduct more extensive outreach throughout the development of the project. Marshall Road and Higgins Roads are priorities for the City because Higgins was last repaved in 2004 and Marshall has not been repaved since the construction of the Bridgeway Island Village community in the early 2000s.
Estimated Start
Fall 2023
CIP Status
Planned PS&E/Final Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $151,000 $1,000,000 $0 $0 $0 $0 $1,151,000 Internal Labor $0 $30,000 $0 $0 $0 $0 $0 $30,000
Contingency $0 $0 $183,000 $0 $0 $0 $0 $183,000
Total Project Budget $0 $181,000 $1,183,000 $0 $0 $0 $0 $1,364,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $1,181,000 $0 $0 $0 $0 $0 $1,181,000
2019211 - Road Fund - Gas
Tax
$0 $183,000 $0 $0 $0 $0 $0 $183,000
Total Funding $0 $1,364,000 $0 $0 $0 $0 $0 $1,364,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
737
Project Justification
It is important to the City to provide equitable transportation infrastructure to promote safe, active transportation opportunities for people of all ages and abilities. The project area has a higher intersection density that is more supportive of walking, and sidewalk improvements can further opportunities for walking. The City conducted a review of the City’s sidewalk assets in 2017 and identified ADA barriers on the curb ramps along Marshall Road. The City has furthermore received resident concerns regarding safety and connectivity along these roads through comments provided to Councilmembers and through West Sacramento Connect. In the Bridgeway Island Elementary area, Safe Routes to School surveys reported that concerns that led parents to not allow a child to walk or bike to school were intersection and crossings safety (78%), the speed of traffic (67%), and the amount of traffic (60%). In the Southport Elementary area, the issues reported that led parents to not allow a child to walk or bike to school were distance (69%), intersection and crossing safety (60%) and speed of traffic (54%). The walk audits also noted the missing sidewalk on Higgins Road and recommended completion of the sidewalk network. River City High School was part of a Safe Routes to School Program in 2018, which had to be modified due to COVID-19. However, the City was able to conduct one walk audit and bicyclist and pedestrian counts. The walk audit report identified the intersection at Jefferson Boulevard and Higgins Road serve as the main entrance to River City High School and West Sacramento Recreation Center. During the morning and afternoon observation periods on all three days, 138 pedestrians and 67 bicyclists were observed crossing at least one leg of the intersection. Between 2018 and 2021, there were seven collisions on Higgins Road and seven vehicle collisions on Marshall Road. The detailed collision reports from the City of West Sacramento Police Department are included in Element 9.8. Additionally, according to the Transportation Injury Mapping System, there was one motor vehicle and bicyclist collision at the intersection of Jefferson Boulevard and Higgins Road and one pedestrian and motor vehicle collision on Marshall Road.
Consequences of Not Funding
Safety issues on both these active residential streets will continue to emerge without improvements. A grant application to complete the final design, environmental clearance and community engagement was submitted to SACOG for their 2022 Regional Program call for projects under the "Maintenance and Modernization" category. Not funding this CIP request will mean that the grant submitted must be withdrawn. It is likely that this project, given its apparent safety issues, will be funded. The total project cost is $1,334,000 plus contingency and staff time. Staff expects the project will be funded, and recommends this project added to the CIP.
Alternatives Considered
None. This project will be partially grant funded. A grant was submitted for consideration to SACOG and it is likely this will be 80% funded. If left unfunded, staff will continue to pursue other resources.
Road Fund already in place for maintenance.
Operation Impact
ATTACHMENT 4
738
Interim Housing Facility Repairs (WO 51038)
CIP-01219
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Homelessness & Communitywide Impacts
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | General
Modification/Rehabilitation
Contact: Katie Yancey
P.M.: Fred Arnold
Status: Budget Review
920 West Capitol Ave
Project Location
Project Description
The project is located at 920 West Capitol Ave, commomly known as the Famingo Motel.The subject property consists of a 21-room limited service lodging property situated on a 0.820-acre site in the City of West Sacramento, Yolo County, California. The improvements were built in 1954 and are currently operated as the Flamingo Motel, which is an independent lodging facility.
Estimated Start
Fall 2023
CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $200,000 $50,000 $0 $0 $0 $0 $0 $250,000 Total Project Budget $200,000 $50,000 $0 $0 $0 $0 $0 $250,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109019 - Measure E Funds -
Reducing Community Impacts
of Homelessness
$200,000 $0 $0 $0 $0 $0 $0 $200,000
1109014 - Measure E Funds -
Homelessness Initiative
$0 $50,000 $0 $0 $0 $0 $0 $50,000
Total Funding $200,000 $50,000 $0 $0 $0 $0 $0 $250,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Due to deferred maintenance and the age of the property and improvements it is anticipated the project building is in need of roof repairs, electrical repairs and upgrade due to non-compliant electrical systems and components being out code; due to age sewer laterals need to be replaced and or repaired; security card reader is out of date and needs to be replaced. Premises access is presently not secured and will need a gate installed.
Consequences of Not Funding
Homelessness will continue to increase in the City of West Sacramento. Perception of City as unsafe and not clean would spiral out of control.
Alternatives Considered
Operation Impact
ATTACHMENT 4
739
Westmore Oaks Playfield Improvement Project
CIP-01221
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
PA&ED/Design Only
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
1504 Fallbrook Street
Project Location
Project Description
The WUSD school site located at 1504 Fallbrook Street includes playfields that are not used by the school and are no longer maintained by the District. WUSD has offered the City an opportunity to explore improving the playfield portion of the site for public access. Proposed improvements would include improved playfields, the addition of drinking fountains and improved fencing.
Estimated Start
Summer 2023
CIP Status
New PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $475,000 $0 $0 $0 $0 $0 $475,000 Internal Labor $0 $125,000 $0 $0 $0 $0 $0 $125,000
Construction Contract $0 $0 $2,535,100 $0 $0 $0 $0 $2,535,100 Contingency $0 $0 $376,500 $0 $0 $0 $0 $376,500
Permits $0 $0 $25,000 $0 $0 $0 $0 $25,000
Total Project Budget $0 $600,000 $2,936,600 $0 $0 $0 $0 $3,536,600 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Other
Agencies
$0 $600,000 $0 $0 $0 $0 $0 $600,000
External - Grants | State $0 $340,000 $0 $0 $0 $0 $0 $340,000 2119211 - Park Impact Fee $0 $0 $2,400,000 $0 $0 $0 $0 $2,400,000 1089530 - Measure K Funds -
Parks
$0 $0 $196,600 $0 $0 $0 $0 $196,600
Total Funding $0 $940,000 $2,596,600 $0 $0 $0 $0 $3,536,600 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Coordinating with WUSD and developing additional park and playfield space for the community aligns with the City’s 2019 Strategic Plan Management Agenda High Priority, “Parks, Recreation and Open Space Master Plan Implementation,” and the City Strategic Plan goal to make “West Sacramento: Preferred place to live, work, learn and play.” Consequences of Not Funding
Not funding the project would result in unspent grant funding, and missing out on an opportunity to create a new public park for the community with much needed additional playfields.
Alternatives Considered
Not funding would result in unimproved playfields at Westmore Oaks that would not be open to the public.
Operation Impact
ATTACHMENT 4
740
WTP VFD Replacement
CIP-01223
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Replacement
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Water Treatment Plant
Project Location
Project Description
The aging VFD's need to be replaced as they are all of the same age and beginning to fail.
Estimated Start
Summer 2023
CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Materials & Supplies $0 $195,000 $195,000 $195,000 $0 $0 $0 $585,000 Total Project Budget $0 $195,000 $195,000 $195,000 $0 $0 $0 $585,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5069620 - Water Enterprise
Fund
$0 $195,000 $195,000 $195,000 $0 $0 $0 $585,000
Total Funding $0 $195,000 $195,000 $195,000 $0 $0 $0 $585,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
There are currently:
4 VFD's at Carlin, all of which need to be replaced
3 VFD's at Bridgeway Lakes, 1 of which needs to be repaired immediately and 2 which will need to be replaced 3 VFD's at Inline, all of which need to be replaced
Consequences of Not Funding
If the VFD's fail, drinking water may not be readily available, Alternatives Considered
No additional O&M costs are associated with this project Operation Impact
ATTACHMENT 4
741
WTP Altitude Valve Replacement
CIP-01224
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | General
Replacement
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
NE, Carlin, and Central Water Pump Stations
Project Location
Project Description
An altitude valve is a pilot-operated valve that opens and closes to fill a high-level tower or tank hydraulically. The valve performs this function by sensing the static level of water in the tower. The valves in the pump stations in Northeast, Carlin, and Central all are nearing the edge of their useful life and need to be replaced.
Estimated Start
Summer 2023
CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Materials & Supplies $0 $40,000 $50,000 $40,000 $0 $0 $0 $130,000 Total Project Budget $0 $40,000 $50,000 $40,000 $0 $0 $0 $130,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5069620 - Water Enterprise
Fund
$0 $40,000 $50,000 $40,000 $0 $0 $0 $130,000
Total Funding $0 $40,000 $50,000 $40,000 $0 $0 $0 $130,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The valves in the pump stations in Northeast, Carlin, and Central all are nearing the edge of their useful life and need to be replaced.
Consequences of Not Funding
If one of the altitude valves were to go out unexpectedly it could cause issues with supplying potable water.
Alternatives Considered
None.
No additional O&M Expenses are associated with this project Operation Impact
ATTACHMENT 4
742
Traffic Management & Operations Program
CIP-01225
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Citywide
Project Location
Project Description
The city does not have a current traffic operations center which is the intersection where the asphalt network meets the information superhighway. Traditionally, traffic engineers have used predictive methods of traffic control to manage traffic flow. The TMOC offers for the first time the possibility of improving traffic flow in real-time as problems occur. By acting as a focal point for traffic information the TMOC will permit the traffic engineer to more effectively use existing traffic management tools and provide a platform for the implementation of future technology advances in traffic management. Through extensive partnering arrangements with private sector corporations and information sharing agreements with other government agencies an unprecedented level of real time information will be available in a single location. The traffic engineer, transportation systems specialists, and transportation planners will be able to use this resource to gather current roadway condition information (data) for decision making to improve overall traffic flow in the long term, improve systems infrastructure maintenance, and possibly reduce congestion by suggesting alternate routes to drivers when incidents occur in rush hour traffic.
The Transportation Division will work with a consultant team to prepare the Traffic Management & Operations Center Implementation Plan, a 10- year strategy document consisting of three parts: 1) An ITS Strategic Plan help guide the City’s investments in ITS to support traffic management, traveler information, incident management, interagency communications, and coordination with regional stakeholders. The plan will provide a phased approach to implement and integrate existing and new ITS infrastructure, systems, and strategies. 2) A Traffic Management and Operations Center Concept of Operations Plan through a needs and gaps assessment, and 3) an ITS Infrastructure Implementation Plan outlining an intersection-by-intersection strategy for bringing West Sacramento in-line with 21st Century technologies and tools to effectively manage transportation assets. Subsequent CIPs will be developed based on this plan identifying software and systems requirements, on-street hardware and communications equipment recommendations, and maintenance schedule.
Estimated Start
Spring 2024
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $0 $380,000 $0 $0 $0 $0 $380,000 Contingency $0 $0 $38,000 $0 $0 $0 $0 $38,000
Internal Labor $0 $0 $32,000 $0 $0 $0 $0 $32,000
Total Project Budget $0 $0 $450,000 $0 $0 $0 $0 $450,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2059211 - Traffic
Improvement Fund (TIF)
$0 $0 $450,000 $0 $0 $0 $0 $450,000
Total Funding $0 $0 $450,000 $0 $0 $0 $0 $450,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
743
Project Justification
Rapid growth and development in West Sacramento has placed tremendous demands on the roadway network. In many cases there are no available alternatives to reduce congestion other than to improve the efficiency of the existing roadway network. Information technology offers this possibility, but facilities must be built to house and apply this new tool. West Sacramento is currently working with SACOG and Caltrans to formulate a strategy for incident response on I-80 and US 50 (Corridor Management Plan) and have identified that significant systems upgrades on-street are necessary to make the system possible. While grant funding will help provide some of the funding necessary to make this possible, a plan must be developed for a TMOC to help manage traffic congestion and direct through traffic to preferred corridors. In addition, with new bridges coming online, it will be essential that bridge operations are able to communicate with a central control center. The TMOC will benefit motorists in two ways: First, by enhancing the productivity of the traffic engineer and transportation professionals, the daily level of service drivers experience should improve. Faster access to more data for decision making means engineers will be able to address more traffic problems more quickly. Second, the traffic engineer will for the first time have the opportunity to participate in ‘incident management’. Incident management is the practice of responding to a traffic disruption as it occurs. Using incident information rapidly collected at the TMOC through information sharing agreements West Sacramento will be able to share our knowledge of the roadway network with motorists. Communicated via changeable message signs and roadway information radio transmitters, notification of problems and possible alternative routes can be passed to motorists before they end up stuck in a motionless traffic jam. Currently there is no capability to do this, or to coordinate this information with SACOG, Sacramento, Caltrans, YTD, or other transportation agencies.
Consequences of Not Funding
City of Sacramento, Sacramento County, City of Elk Grove, City of Folsom, Rancho Cordova, etc., have Traffic Management Centers. Growth of our city requires more sophisticated methods of monitoring, controlling and maintaining our transportation system. Without funding this first step toward creating a TMOC, the City will not be able to keep up with local incidents and manage traffic congestion. West Sacramento will also be hampered in our ability to coordinate with SACOG, Caltrans and other agencies on congestion management and response, leaving the City unable to take advantage of available grant funding and resources to improve local traffic conditions.
Alternatives Considered
None
A TMOC would also improve maintenance efficiency and control, allowing the city to remotely manage its traffic signal enclosures by implementing mechanical padlocks whereby transportation staff can remotely control and monitor who, when, and how traffic cabinets are accessed. Staff no longer needs to visit traffic enclosures on-site to unlock traditional, mechanical padlocks for contractors. This enhances security and streamlines both urgent and routine maintenance tasks, saving the city time and money. A high-speed fiber optic data network will bring video images of high-volume traffic locations, law enforcement situation reports, and intersection telemetry all together in one location. Using this information engineers will be able to adjust signal timing and priority where appropriate and communicate with the traveling public via changeable message signs and roadway information radio transmitters. Drivers will have more current information about current route conditions and the roadway network itself will become more efficient under conditions of high demand. Today’s investment in facilities and technology will reduce delay, congestion, and pollution.
Operation Impact
ATTACHMENT 4
744
2024 Citywide Traffic Data Collection Program
CIP-01227
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | General
Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Citywide
Project Location
Project Description
The City of West Sacramento (City) semi-annually procures consultant services to collect citywide traffic data on arterials and collectors throughout the City. The last update was completed in 2018. The COVID-19 pandemic and changing travel patterns resulted in the City delaying (significantly) obtaining Traffic volume updates and turn movement data, which is now very outdated. The City seeks to collect current data on existing traffic conditions for 46 roadway segments and 18 intersections. The 2024 Citywide Traffic Data Collection must be collected during a timeframe when school is in session and weather is favorable. Deliverables will be presented in four main products: An Average Daily Traffic (ADT) Report summarizing data collection efforts at the 46 roadway segments; a Peak Hour Turn Movement Report summarizing data collection efforts at the 18 intersections; a bicycle/pedestrian count within primary study corridors, and an update to the City’s ADT Map and GIS database to successfully inform and support transportation planning, project development review, traffic impact studies, and grant applications.
Estimated Start
Spring 2024
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $37,000 $0 $0 $0 $0 $0 $37,000 Internal Labor $0 $3,000 $0 $0 $0 $0 $0 $3,000
Total Project Budget $0 $40,000 $0 $0 $0 $0 $0 $40,000
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2059211 - Traffic
Improvement Fund (TIF)
$0 $0 $40,000 $0 $0 $0 $0 $40,000
Total Funding $0 $0 $40,000 $0 $0 $0 $0 $40,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This information is vital to the accuracy of Traffic studies, transportation planning and successful grant awards.
Consequences of Not Funding
Without this information, the accuracy of transportation studies cannot be verified for various development proposals, and refinement to intersection traffic controls cannot be made. In addition, outdated traffic information cannot be relied on for grant submittal.
Alternatives Considered
None. This information must be updated.
None
Operation Impact
ATTACHMENT 4
745
Lake Road Electrified Mobility Hub Project
CIP-01229
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Transportation Studies
PA&ED/Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Intersection of Lake Road/Enterprise Blvd., and I-80 offramp.
Project Location
Project Description
Caltrans proposes a 300-space park and ride in this location. Early designs showed plans that do not conform with the Mobility Action Plan or Zoning Code. A mobility hub is planned in this location and this CIP would allow staff to coordinate on the design of this project together with YTD to develop an electrified mobility hub serving electric bus transit, electric freight transportation, and solar-supported battery electric superfast DC Fast Charging capability. Staff do not currently have a CIP for coordinating with Caltrans on their Yolo 80/50 project. By creating this CIP, we will move staff time from the General Fund to a more appropriate funding source to develop both the mobility hub, improvements/widening of the existing I-80 Enterprise Underpass, regional trail improvements, and offramp/onramp improvements.
Estimated Start
Fall 2024
CIP Status
Planned PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Internal Labor $0 $100,000 $0 $0 $0 $0 $0 $100,000
Total Project Budget $0 $100,000 $0 $0 $0 $0 $0 $100,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2059211 - Traffic
Improvement Fund (TIF)
$0 $100,000 $0 $0 $0 $0 $0 $100,000
Total Funding $0 $100,000 $0 $0 $0 $0 $0 $100,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Caltrans is currently in development (Environmental & Engineering) for the Yolo 80/50 project. This project proposes improvements in West Sacramento associated with the project, including along Enterprise Blvd., on a park and ride off Lake Road, and on trail improvements at the southern city boundary. This CIP would allow staff to coordinate on the project while shifting current coordination from General fund to a more appropriate funding source.
Lake Road and Enterprise Mobility Hub is identified in the Mobility Action Plan.
Consequences of Not Funding
Staff must coordinate with Caltrans on the Yolo 80/50 project, but do not have the resources to coordinate on the design of the mobility hub or coordinate with regional partners on its development. This CIP will provide the resources for staff to spend their time on this project for the benefit of the City and to avoid conflicting goals between Caltrans and West Sacramento.
Alternatives Considered
None.
N/A
Operation Impact
ATTACHMENT 4
746
B Street Tower Public Art Parklet Project
CIP-01235
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
New Construction
Contact: Katie Yancey
P.M.: Amber Saiyasit
Status: Budget Review
Communication tower located at 304 B Street in Washington Neighborhood.
Project Location
Project Description
This project is part of a larger public art implementation plan for the Washington District, as identified in the Washington District Public Art Implementation Plan (WDPAIP). The WDPAIP defines an art investment strategy for the District that builds upon the interaction between the development and redevelopment of new housing and commercial projects with walkability, transportation pathways and nodes, iconic architecture, the River Walk, and historical landmarks. This project will create a small park at the base of the B Street Communication Tower Public Art installation, which is currently underway. In March 2022, the City Council approved a public art acquisition to fabricate, acquire and install a public art feature affixed on top of and below the B Street Communications Tower in Washington. The scope of this project will be in support of that installation by providing landscape design, removal of the existing fencing, new landscape improvements and associated staff costs.
Estimated Start
Fall 2023
CIP Status
In Progress Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $70,000 $0 $0 $0 $0 $0 $70,000 Contingency $0 $10,000 $0 $0 $0 $0 $0 $10,000
Professional Services $0 $10,000 $0 $0 $0 $0 $0 $10,000 Internal Labor $0 $7,500 $0 $0 $0 $0 $0 $7,500
Permits $0 $2,500 $0 $0 $0 $0 $0 $2,500
Total Project Budget $0 $100,000 $0 $0 $0 $0 $0 $100,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$0 $100,000 $0 $0 $0 $0 $0 $100,000
Total Funding $0 $100,000 $0 $0 $0 $0 $0 $100,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
747
Project Justification
The B Street/Communication Tower Public Art Project was approved by City Council in 2021 as part of the Washington District Public Art Improvement Plan. The City has previously contributed local funds for the acquisition of the art piece, and Communication Tower retrofit work as part of the North Riverwalk Trail Extension Project CIP #62111, both of which are currently underway. The improvements will support the interaction between the public and other development projects with the new art feature, adjacent trail improvements and riverfront.
Additionally, the project will provide improved access for ongoing maintenance of the public art feature.
Consequences of Not Funding
Limited access to, and use of, the area surrounding the new public art installation.
Alternatives Considered
Delaying the project. This is not recommended as construction of the public art installation and adjacent Riverwalk Trail Extension Project are already underway. Constructing the project at a later date will impact use of the trail and access to the public art feature.
There will be ongoing landscape maintenance costs associated with this project. Due to the size of the project, these are expected to be minor and will be determined based on the final design of the project.
Operation Impact
ATTACHMENT 4
748
Water Tank Cathodic Protection Assessment & Installation CIP-01239
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Inambao Lifanu
Status: Budget Review
Various Water Tanks throughout the City
Project Location
Project Description
Cathodic Protection helps reduce and/or prevent corrosion on the water holding tanks.
Estimated Start CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $400,000 $500,000 $0 $0 $0 $0 $900,000 Professional Services $0 $85,000 $0 $0 $0 $0 $0 $85,000 Internal Labor $0 $15,000 $0 $0 $0 $0 $0 $15,000
Total Project Budget $0 $500,000 $500,000 $0 $0 $0 $0 $1,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $500,000 $500,000 $0 $0 $0 $0 $1,000,000
Total Funding $0 $500,000 $500,000 $0 $0 $0 $0 $1,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Adding cathodic protection to the remaining 4 water tanks in the City that are not currently equipped with it- Carlin, Northeast, PSIP, and Bridgeway Lakes- will increase the useful life expectancy of the tanks.
Consequences of Not Funding
The tanks can continue holding water without cathodic protection; however, corrosion is always an issue and may not be readily detected.
Alternatives Considered
There will be no additional O&M costs other than brief monthly inspections.
Operation Impact
ATTACHMENT 4
749
Caustic Facility Rehabilitation & Mixing System
CIP-01240
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Water Treatment Plant
Project Location
Project Description
The Water Treatment Plant currently has two 5,000 gallon sodium hydroxide tanks that are used to adjust the pH and maintain corrosion control in the system during the water treatment process.
Estimated Start CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $200,000 $480,000 $0 $0 $0 $0 $680,000 Construction Contract $0 $0 $0 $0 $2,400,000 $0 $0 $2,400,000 Total Project Budget $0 $200,000 $480,000 $0 $2,400,000 $0 $0 $3,080,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $200,000 $480,000 $0 $2,400,000 $0 $0 $3,080,000
Total Funding $0 $200,000 $480,000 $0 $2,400,000 $0 $0 $3,080,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The current tanks are approximately 25 years old and were used for lime prior to their current utilization of sodium hydroxide. The standard useful life for tanks of this nature is 20 years, so these tanks are on the brink of failure and need to be replaced. The addition of a mixing system to each tank allows the Water Treatment plant to use a higher concentrate of sodium hydroxide, which decreases the overall cost of the chemical and creates safer working conditions for staff. The addition of the mixing system will necessitate re-engineering of the existing Caustic Facility, as the tanks will be larger. In addition, a water meter will be added to allow water to flow directly into the tanks, internalizing the process and reducing the possibility of spillage.
Consequences of Not Funding
Mixing sodium hydroxide is a necessary requirement in the water treatment process. If one of the tanks goes down, the cost greatly increases due to the availability of processing storage. In addition, tanks of this age are generally not fully repairable.
Alternatives Considered
Alternatively, new tanks could be purchased that do not include the mixing system, which would not necessitate re-engineering the existing Caustic Facility but does leave the opportunity for spills and other hazardous conditions.
Installation of the water meter and the chemical feed (mixing system) would fall under general PM's and be performed by existing Plant Mechanics. There will be an overall reduction in chemical costs once the higher concentrate sodium hydroxide is able to be used.
Operation Impact
ATTACHMENT 4
750
Water Treatment Building & Pipe Painting
CIP-01242
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
The WTP and associated pump stations
Project Location
Project Description
The Water Treatment division currently has the main Water Treatment Plant, located at 400 North Harbor Boulevard, and 8 additional pumping stations located throughout the City. The pumping stations are housed in warehouse-type buildings and range up to 3,500 square feet.
Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,250,000 Total Project Budget $0 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,250,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,250,000 Total Funding $0 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,250,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Maintaining paint on existing facilities and exposed pipes helps prevent rust and corrosion and extends the useful life of all equipment. In addition, having clearly maintained facilities and pipes is not only aesthetically pleasing, it increases public trust in the quality of the water that the City is providing.
Consequences of Not Funding
Allowing rust and corrosion on pipes and facilities will shorten the useful life of the equipment and eventually necessitate replacement of pipes and equipment.
Alternatives Considered
Painting would be done by an outside contractor and there are no increases in O&M expenses for this project.
Operation Impact
ATTACHMENT 4
751
New Security Fencing for Remote Water Facility Sites
CIP-01244
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | General
New Construction
Contact: Lorianne Landsaw
P.M.: Inambao Lifanu
Status: Budget Review
The 8 water treatment pump stations
Project Location
Project Description
The existing 8 water treatment pump stations all have fencing, and four of these sites (PSIP, Oak, Central, and Carlin) are in need of repair and/or replacement.
Estimated Start CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Total Project Budget $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000
Total Funding $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The water treatment pump stations are a vital part of the City's potable water supply, and as water storage sites are considered a high priority for possible terrorist attacks, having adequate security fencing in place is a necessary precaution. The four identified sites all currently have residential-style chain link fences need new fences and gates installed.
Consequences of Not Funding
The fences in place are currently not sufficient to provide adequate security to the City's potable water supply.
Alternatives Considered
The fences would be installed by an outside contractor and, other than regular inspection to be performed by existing personnel, would have no additional O&M expenses.
Operation Impact
ATTACHMENT 4
752
Police Department Access controls System Upgrade Project CIP-01245
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Municipal
Replacement
Contact: Jaipal Chahal
P.M.:
Status: Budget Review
WSPD 550 Jefferson Blvd. West Sacramento 95605
Project Location
Project Description
The current access control system at the police department is obsolete and needs replacement. The system for assessing the facility by card reader does not conform or integrate with the rest of the city facilities.
Estimated Start
Fall 2023
CIP Status
Planned Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $60,000 $0 $0 $0 $0 $0 $60,000 Internal Labor $0 $15,000 $0 $0 $0 $0 $0 $15,000
Total Project Budget $0 $75,000 $0 $0 $0 $0 $0 $75,000
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2089910 - General Facilities
Fund
$0 $75,000 $0 $0 $0 $0 $0 $75,000
Total Funding $0 $75,000 $0 $0 $0 $0 $0 $75,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The current access controls system is obsolete and difficult to source parts for. By upgrading to the same system as the rest of the City replacements parts can be easier sourced. Additionally, cards and user access can be controlled remotely leading to a safer and more secure facility. If the current system was to fail users of the facility would have to use physical keys to unlock and lock secured doors leading to a security concern.
Consequences of Not Funding
The current antiquated system is difficult to source parts for and controls secured entry into the buildings entry and all secured doors. If the system fails staff will have to utilize a lock and key method for opening secured doors.
Alternatives Considered
Do nothing and wait for the system to fail leading to an emergency repair.
Operation Impact
ATTACHMENT 4
753
Clarksburg Branch Line Trail - Village Parkway to South City Limit (PA&ED) CIP-01250
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Transportation Studies
PA&ED/Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Clarksburg Branch Line Trail (CBLT) alignment from Village Parkway south, across existing trestle bridge to existing bridge abutments at South River Road, and across South River Road to connect with the Great California Delta Trail.
Project Location
Project Description
CDD Transportation Planning Project Only at this phase (PA&ED). This project is the remaining portion of the Clarksburg Branch Line Trail to be paved from River City High School to the Southport Levee Trail at the south end of the City. This project will also study the existing (possibly historic) wood trestle bridge of the former Yolo Short Line, as well as the existing bridge abutments crossing South River Road to determine their significance, structural integrity, and ability to be repurposed for trail use, or if they must be removed or upgraded. We'll also work with surrounding property owners to provide engagement and outreach. Project is an essential part of the Regional Trail network linking to the Great California Delta Trail.
Estimated Start
Spring 2025
CIP Status
Planned PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $0 $238,000 $0 $0 $0 $0 $238,000 Contingency $0 $0 $28,000 $0 $0 $0 $0 $28,000
Internal Labor $0 $0 $14,000 $0 $0 $0 $0 $14,000
Total Project Budget $0 $0 $280,000 $0 $0 $0 $0 $280,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Other
Agencies
$0 $0 $224,400 $0 $0 $0 $0 $224,400
1109531 - Measure E Funds -
Bikes/Peds/Trails
$0 $0 $55,600 $0 $0 $0 $0 $55,600
Total Funding $0 $0 $280,000 $0 $0 $0 $0 $280,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
754
Project Justification
This project is in the Bicycle, Pedestrian and Trails Master Plan. 80% of this project is proposed to be grant funded. This CIP requests city funding for the 20% local match. Project is an essential part of the Regional Trail network linking to the Great California Delta Trail and current infrastructure must be assessed before any design can be analyzed. As construction of the Southport Levee Trail is funded, and this project is a link to that trail system, it will be important to fund and initiate this project for coordination with that Parks projects. This project will also provide the essential link to the Yarborough development to the south facilitating access to the regional trail network.
Consequences of Not Funding
If left unfunded, staff will not pursue grant funding for this project. The project will remain in the Bicycle, Pedestrian, and Trails Master Plan, but will not be considered again until it is potentially approved in the next CIP budget cycle. Not funding this project would mean that coordination with ongoing projects like the Southport Levee Recreation Trail would not occur. In addition, preparation for emerging development project's active transportation needs would be delayed.
Alternatives Considered
The City Council may choose to fund 100% of this project allowing staff to proceed immediately with procurement to complete the design and environmental phase. This would "fast track" the project, enabling staff to seek grant funding to complete final design and construction phases.
Trails currently maintained by Parks O&M will continue to maintain this trail facility.
Operation Impact
ATTACHMENT 4
755
Potable Well Refurbishment & Construction
CIP-01254
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Wells currently located at Oak St, PSIP #24, PSIP #27, and the possibility of a new well at the Water Treatment Plant.
Project Location
Project Description
The City currently has three wells that need to be rehabilitated and would like to explore the possibility of adding an additional well at the Water Treatment Plant to serve as an alternative water supply in the case that the supply available from the Sacramento River is not sufficient to meet the City's needs.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $100,000 $100,000 $1,600,000 $1,500,000 $1,500,000 $0 $4,800,000 Professional Services $0 $0 $100,000 $0 $0 $0 $0 $100,000 Total Project Budget $0 $100,000 $200,000 $1,600,000 $1,500,000 $1,500,000 $0 $4,900,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5069620 - Water Enterprise
Fund
$0 $100,000 $200,000 $1,600,000 $1,500,000 $1,500,000 $0 $4,900,000 Total Funding $0 $100,000 $200,000 $1,600,000 $1,500,000 $1,500,000 $0 $4,900,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Staff is proposing rehabilitating three existing wells over the course of three years, and conducting a survey to see if the idea of adding a well at the Water Treatment Plant is feasible. Once the wells have been rehabilitated, additional treatment equipment will need to be added to allow the well water to be integrated into the City's water supply.
Consequences of Not Funding
The water currently in the wells cannot be incorporated into the City's water supply and cannot function as a viable alternative water supply.
Alternatives Considered
Additional O&M costs would go into maintaining the treatment equipment installed on the wells; however, this maintenance would be performed by existing staff.
Operation Impact
ATTACHMENT 4
756
Fire Station 44 Facility Repairs
CIP-01255
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Municipal
Modification/Rehabilitation
Contact: Jaipal Chahal
P.M.:
Status: Budget Review
Fire Station 44 905 Fremont St. West Sacramento, Ca 95605 Project Location
Project Description
Fire Station 44 has been in service for over 80yrs and many repairs have been made over its existence, however critical items to the building have exceeded their life cycle. The building requires a new composite roof, sheathing, gutters, repairs to skylights and flashing, exterior painting and wooden perimeter fencing.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $145,000 $0 $0 $0 $0 $0 $145,000 Contingency $0 $26,000 $0 $0 $0 $0 $0 $26,000
Internal Labor $0 $15,000 $0 $0 $0 $0 $0 $15,000
Permits $0 $5,000 $0 $0 $0 $0 $0 $5,000
Total Project Budget $0 $191,000 $0 $0 $0 $0 $0 $191,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2089910 - General Facilities
Fund
$0 $191,000 $0 $0 $0 $0 $0 $191,000
Total Funding $0 $191,000 $0 $0 $0 $0 $0 $191,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The original roof has exceeded its useful life and is causing leaks and damage to the sheathing and structural elements of the building.
Additionally, the gutter system has failed and is causing damage to the trusses & eves of the building. The exterior paint of the building has exceeded its useful life as well and will need to be replaced. The perimeter fencing along the eastern property line is original and had several areas that are completely rotted causing security issues.
Consequences of Not Funding
Further structural damage will occur leading to possible emergency repairs.
Alternatives Considered
None
Operation Impact
ATTACHMENT 4
757
Citywide VMT Mitigation Fee Program
CIP-01256
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Mobility Systems
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Programs
Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jason McCoy
Status: Budget Review
Citywide On September 27, 2013, Governor Jerry Brown signed SB 743 into law and started a process intended to fundamentally change transportation impact analysis as part of CEQA compliance. These changes include elimination of auto delay, level of service (LOS), and other similar measures of vehicular capacity or traffic congestion as a basis for determining significant impacts. Instead, transportation impacts will be determined based on changes to vehicle miles of travel (VMT). This change essentially shifts the focus of analysis from impacts to drivers through higher delays to the impact of driving itself.
Project Location
Project Description
Lead agencies making the transition to VMT are realizing the challenges of using the new metric especially when it comes to mitigating significant VMT impacts. Reducing VMT from land use projects and land use plans has traditionally been accomplished through transportation demand management (TDM) strategies. These strategies include modifying a project’s land use characteristics (i.e., density) and incorporating vehicle trip reduction programs at the site to change travel behavior. TDM is most effective in urban areas where the site is accessible by multiple travel modes (i.e., walking, bicycling, transit, and vehicle) offering similar travel times and convenience. Conversely, TDM strategies are less effective in lower density suburban and rural areas (Southport) where modes are limited to personal vehicles. In both areas though, a program-based approach to mitigation can be much more effective than project-site strategies. Programs can pool development mitigation contributions to pay for larger and more effective VMT reduction strategies that are not be feasible for individual projects. This CIP is submitted in response to growth in Southport where projects are required to comply with legal obligations of SB 743. Instead of these projects asking the City Council to ignore their impacts and exempt their project from meeting the intent of the law, the City intends to identify projects through which development proposals, Caltrans and other entities can mitigate for their VMT impacts by contributing to a Citywide fund that would build VMT reducing solutions like Enterprise Bridge, light rail service, and bike/ped trails, and programs like West Sacramento On-Demand (Via).
Estimated Start
Summer 2023
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $0 $225,000 $0 $0 $0 $0 $0 $225,000 Internal Labor $0 $25,000 $0 $0 $0 $0 $0 $25,000
Total Project Budget $0 $250,000 $0 $0 $0 $0 $0 $250,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2059211 - Traffic
Improvement Fund (TIF)
$0 $250,000 $0 $0 $0 $0 $0 $250,000
Total Funding $0 $250,000 $0 $0 $0 $0 $0 $250,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
758
Project Justification
The concept of a ‘program’ approach to impact mitigation is not new and has been used for a variety of technical subjects including transportation, air quality, greenhouse gases, and habitat. Transportation impact fee programs have been used to help mitigate cumulative level of service (LOS) impacts. What is new are how to use impact fee programs for VMT impacts and alternative programs called mitigation exchanges and banks. Absent new program-level mitigation options, suburban and rural lead agencies will have limited feasible mitigation options for project sites.
Consequences of Not Funding
This CIP will provide funding to develop the program through which non-VMT compliant projects can offset their impact. This will also help avoid costly litigation for non-compliance with SB 743 and avoid controversy surrounding City Council overriding CEQA impacts and approving projects that lead to significant and recurring vehicle congestion and poor air quality. This program will be developed in collaboration with the Traffic Fee Update and Traffic Impact Analysis Guidelines led by the Finance Department in cooperation with EDH, CDD, and Capital Projects. VMT must be addressed as a component of that already funded fee program update.
Alternatives Considered
None. This is required for Southport project compliance and for the City to achieve climate change and growth objectives.
None.
Operation Impact
ATTACHMENT 4
759
Fire Station 42 Perimeter Fencing Replacement
CIP-01257
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Municipal
Replacement
Contact: Jaipal Chahal
P.M.: Jai Chahal
Status: Budget Review
Fire Station 42 3585 Jefferson Blvd. West Sacramento 95691 Project Location
Project Description
The Dog-Ear fence along the perimeter of the station is original and has significant damaged and rotted sections due to its age. The fence provides security to the northeastern end (back side ) of the station from neighboring residents.
Estimated Start
Fall 2023
CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $26,000 $0 $0 $0 $0 $0 $26,000 Contingency $0 $5,000 $0 $0 $0 $0 $0 $5,000
Internal Labor $0 $4,500 $0 $0 $0 $0 $0 $4,500
Total Project Budget $0 $35,500 $0 $0 $0 $0 $0 $35,500
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2089910 - General Facilities
Fund
$0 $35,500 $0 $0 $0 $0 $0 $35,500
Total Funding $0 $35,500 $0 $0 $0 $0 $0 $35,500
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The fence at fire station 42 is beyond its life cycle and will need to be replaced. rotted out sections could fail and lead to the back side of the station to becoming unsecure.
Consequences of Not Funding
Fence could fall over causing security concerns for the station.
Alternatives Considered
Provide repairs as failures occur until funding is available.
Operation Impact
ATTACHMENT 4
760
Fire Station Emergency Alert Systems
CIP-01259
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Fire
Replacement
Contact: Gary Predoehl
P.M.:
Status: Budget Review
Fire Station 43 - 1561 Harbor Blvd (FY23/24) and four other fire stations over the five-year period.
Project Location
Project Description
Replacement of emergency alert system at Fire Station 43 in FY23/24. Replacement of the emergency alert systems at the four other fire stations (one per year) over the five-year period of the CIP.
Estimated Start
2023
CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $80,000 $80,000 $80,000 $80,000 $80,000 $0 $400,000 Internal Labor $0 $20,000 $20,000 $20,000 $20,000 $20,000 $0 $100,000 Total Project Budget $0 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $500,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $500,000 Total Funding $0 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
761
Project Justification
The emergency alerting system in a fire station consists of lights, tones, and speakers which are activated to notify the crew at that station that they are being dispatched to an emergency incident. For many years, WSFD has used a company, ComTech, to maintain this equipment. This equipment is original (from early 90s?) and as such is archaic and failing. Finding replacement parts for these systems, as well as vendors who will service them is extremely difficult (if not impossible). Furthermore, finding a vendor that will service equipment that was installed or maintained by ComTech is even more challenging, if not impossible. All five fire stations have the same Comtech system.
Comtech has recently and abruptly gone out of business. This has left WSFD (as well as other regional FDs who utilize ComTech) in a tenuous position. While all five West Sacramento fire stations should have their emergency alerting equipment replaced due to its age, obsolescence, and inability to be serviced, this is a larger project that can likely be amortized over several years. The acute issue that needs to be addressed in the immediate future pertains to Station 43, which has been experiencing alerting failures as of early March 2023. These failures cause crews to not be alerted to an incident or miss critical information that is announced by the dispatcher when the initial dispatch is made. Approximate costs to replace the emergency alerting equipment for this station are in the range of $80,000-$100,000.
Consequences of Not Funding
The current emergency alert system in Station 43 is being held together with "baling wire and duct tape" and is non-functional at times. These failures cause crews to not be alerted to an incident or miss critical information that is announced by the dispatcher when the initial dispatch is made. The company that installed and maintained the alert system (Comtech) has suddenly gone out of business. Failure to fund this project will continue the untenable situation of fire crews not being alerted to an incident or missing critical information that is announced by the dispatcher when the initial dispatch is made.
Alternatives Considered
None.
With new Fire Station Emergency Alert systems provided and installed by a new provider, O&M impacts should diminish over time as the new systems are installed in each fire station.
Operation Impact
ATTACHMENT 4
762
Recreation Center Access Controls System Upgrade Project CIP-01261
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Municipal
Replacement
Contact: Jaipal Chahal
P.M.: Jaipal Chahal
Status: Budget Review
2801 Jefferson Blvd #5317 West Sacramento, Ca 95691
Project Location
Project Description
This request is for funding to replace the original 2009 card/push button security system at the Recreation Center with a new card-based system consistent with systems being used at other City facilities.
Estimated Start
Fall 2023
CIP Status
New Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $0 $30,500 $0 $0 $0 $0 $0 $30,500 Internal Labor $0 $4,500 $0 $0 $0 $0 $0 $4,500
Contingency $0 $4,200 $0 $0 $0 $0 $0 $4,200
Total Project Budget $0 $39,200 $0 $0 $0 $0 $0 $39,200
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1089530 - Measure K Funds -
Parks
$0 $39,200 $0 $0 $0 $0 $0 $39,200
Total Funding $0 $39,200 $0 $0 $0 $0 $0 $39,200
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The original system is antiquated and does not allow each employee to have their own entry code to the back office and staff areas making it difficult to know who is entering the building and when. It is also prone to failure with the badge reader frequently malfunctioning, requiring all employees to use the same punch code to enter staff areas. The current antiquated system is also difficult to source parts for and controls secured entry into the buildings entry and all secured doors. If the system fails staff will have to utilize a lock and key method for opening secured doors.
This change is consistent with recommended practices resulting from a Security Assessment of City Hall and select facilities in 2020.
Consequences of Not Funding
The current antiquated system is difficult to source parts for and controls secured entry into the buildings entry and all secured doors. If the system fails staff will have to utilize a lock and key method for opening secured doors.
Alternatives Considered
Do nothing and wait for the system to fail.
Operation Impact
ATTACHMENT 4
763
Sacramento Avenue Complete Streets Corridor Improvement Plan CIP-10048
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Transportation Studies
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Jason McCoy
Status: Budget Review
The project area is located between Harbor Boulevard near the I-80 Corridor and the approach to the planned I Street Bridge Replacement (C Street/Railyards Bridge) across the Sacramento River. The three project segments: West (Harbor Blvd. to Todhunter Ave.), Central (Todhunter Ave. to Reuter Dr.), and East (Reuter Dr. to 3rd Street) are each located within the recently designated “Green Zone” and is within an SB 535 Disadvantaged Community Zone.
Project Location
Project Description
Sacramento Avenue is a major east-west corridor in West Sacramento and is one of the primary connections to the City of Sacramento and Interstate 5 to the east and regional commercial activity and Interstate 80 to the west. Along the corridor (located primarily through designated disadvantaged community zones encompassing the Bryte and Broderick neighborhoods) the roadway serves diverse residential communities and provides access to trails and outdoor recreation opportunities, local restaurants, grocery and commercial stores, schools, and churches. Fulfilling diverse functions of this east-west roadway requires a balance between vehicle traffic, public safety, and access for diverse modes of transportation. The primary objective of the Plan is to develop a policy framework and actions list to support compact transit-oriented redevelopment, support public investment and economic development, and streamline the development process for vacant and underutilized sites along the corridor, which serves low-income communities, schools, employment centers and retail. The Plan is an implementation effort stemming from development of SACOG’s Green Means Go program and the City’s recent Green Zone designation. The future implementation of transportation improvements recommended by the Sacramento Avenue Complete Street Plan can later be funded by local match funding sources.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $332,129 $650,000 $0 $0 $0 $0 $0 $982,129 Total Project Budget $332,129 $650,000 $0 $0 $0 $0 $0 $982,129 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Federal $272,670 $0 $0 $0 $0 $0 $0 $272,670 1119020 - Measure N Funds -
Inclusive Economic
Development
$59,459 $0 $0 $0 $0 $0 $0 $59,459
External - Grants | Other
Agencies
$0 $650,000 $0 $0 $0 $0 $0 $650,000
Total Funding $332,129 $650,000 $0 $0 $0 $0 $0 $982,129 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
764
Project Justification
This plan was initiated by the City of West Sacramento following multiple resident complaints about the condition and function of the corridor. To complete the Plan, the City was awarded funding from the Sacramento Area Council of Governments (“SACOG”)’s Community Design - NonCompetitive Funding Category. The overall purpose of the Community Design program is to provide financial support to local agencies for projects that promote placemaking and the SACOG's Blueprint Project Principles. The purpose of the Sacramento Avenue Complete Street Plan is to articulate the current challenges on the corridor and recommend achievable solutions to implement a cohesive, comprehensive vision. The Sacramento Avenue Complete Street Plan will provide the framework and recommendations for the transformation of a crucial east/west transportation corridor from a vehicle centric arterial to a Complete Street multimodal corridor.
Staff was also awarded in February 2023 an additional grant for $650,000 through the Green Means Go program to develop a Sacramento Avenue Area Infill and Infrastructure Plan to evaluate sewer, water, storm drain, electrical, gas, and telecommunications utilities. City staff is underway with the Sacramento Avenue Complete Street Plan and will incorporate the Infill & Infrastructure Plan into the work of the Complete Street Plan.
This will allow the City to move forward with both transportation and infrastructure improvements along Sacramento Avenue in one coordinated effort, reducing the impact to the community.
Consequences of Not Funding
82% of this project has been funded through the 2021 SACOG Funding Round - Community Design Funding Program. The City was awarded $273,000 in Regional Surface Transportation Program funds and the City Council has committed $59,500 of local funds to develop the Sacramento Avenue Complete Street Corridor Improvement Plan. Therefore, not funding this CIP will result in local match not being provided, requiring both the Sacramento Avenue Complete Streets and Infill & Infrastructure Plan projects to terminate with repayment of grant funds.
Alternatives Considered
None
This is for development of a plan. If and when implemented, there will be potential O&M costs.
Operation Impact
ATTACHMENT 4
765
Washington Specific Plan Update
CIP-11012
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Flood Protection
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
Study/Pre-Design Only
Contact: Katie Yancey
P.M.: David Tilley
Status: Budget Review
The Washington Neighborhood is located along the Sacrament River between the I Street Bridge and the Sacramento River. This neighborhood is approximately 200 acres and is home to River Walk park, the CalSTRS building and most of the City's historic structures.
Project Location
Project Description
The objective of the project is to comprehensively update the 1996 Washington Specific Plan (WSP) primarily building on the 2015 Washington Realized: A Sustainable Community Strategy effort. The Washington Realized document, prepared using Federal grant funds, contains two strategies: a Transit-Oriented Development Strategy (Volume 2) and Complete Community Strategy (Volume 3). Both strategies include recommendations sections that contain both interim and long-term recommendations for regulatory updates, new program activities and improvements. The document’s Implementation Plan (Volume 4) outlines that staff is to implement the strategies, policies and standards into a specific plan and provides some further description about the steps and what further analysis is needed.
FY 2021/22 Update: LEAP funds will be used to complete the Washington Specific Plan Update. A contract will be executed for a consultant to assist with completing the infrastructure and traffic components of the plan.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $299,360 $0 $0 $0 $0 $0 $0 $299,360
Professional Services $170,000 $30,500 $0 $0 $0 $0 $0 $200,500 Total Project Budget $469,360 $30,500 $0 $0 $0 $0 $0 $499,860 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$395,952 $0 $0 $0 $0 $0 $0 $395,952
External - Grants | State $73,408 $30,500 $0 $0 $0 $0 $0 $103,908 Total Funding $469,360 $30,500 $0 $0 $0 $0 $0 $499,860
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
766
Project Justification
Although much progress has been made since the WSP was originally adopted, much remains to be done for Washington to achieve its full potential. The WSP has provided solid policy guidance for development in Washington and Washington Realized modernized and refreshed many of the standards and guidelines contained in the WSP. The outcome of this update is to produce a state of the art, cutting-edge planning document that will be highly user-friendly for City staff to administer; and for potential tenants, owners, the public, and elected officials to understand and apply on a daily basis. It contents will clarify areas of policy direction that are remain vague, more effectively respond to market factors and community desires, strengthen the protection of the physical features of Washington that are valued by the community, and incorporate key concepts and principles from recent long-term planning efforts . Additionally ,this update will reflect the infrastructure improvements installed as part of the Grand Gateway/Astonishing Infrastructure project.
Consequences of Not Funding
The current scoped update of the WSP does not include a site-by-site analysis of the proposed parks sites and civic spaces.Without this analysis, the City will not have the necessary detail to negotiate for public park improvements associated with private development or apply for grant funds to construct the improvements, such as the Proposition 68 grant program. Additionally, with the completion of the I Street Deck Conversion Feasibility Study, the proposed park site at the base of the bridge should be analyzed for size and programming compatibility. Locating and designing the landing of upper deck connection could be delayed. Delay in design could prevent the new connections from being built contemporaneously with the demolition of the viaduct.
Alternatives Considered
1) The City could pursue for grant funds for this initial phase of work, however, most grant programs do not fund these types of preliminary analyses.
2) The City could use Park Impact Fee funds to complete this work. The parks, civic spaces and public market in Washington Realized are multipurpose and may not be used exclusively for recreation purposes. They serve to reinforce the circulation system and orient the pedestrian to the River Walk and to the bridges. Their design, therefore, must capture this functional and integral component of the district's circulation system.
Operation Impact
ATTACHMENT 4
767
Pioneer Bluff Plan/Corp Yard Relocation
CIP-11017
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Flood Protection
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
De-industrialization
Contact: Katie Yancey
P.M.: Katie Yancey, Rick Toft
Status: Budget Review
The Pioneer Bluff and Stone Lock Districts are located south of the Pioneer Bridge/Highway 50 along the Sacramento River and the Barge Canal.
The Pioneer Bluff District is a non-conforming industrial enclave isolated by the UPRR short line that runs along Jefferson Blvd. The City's Corp Yard is located at 1951 South River Road.
Project Location
Project Description
In 2014, the City Council approved the Pioneer Bluff Transition Plan (PBTP), which included an action plan that focused on two efforts: 1) deindustrialization activities; and, 2) the preparation of a reuse master plan. Based on the PBTP’s action plan, the City was successful the following year in securing a Strategic Growth Council Sustainable Communities Planning (SGC) Grant in the amount of $377,561 for the preparation of a reuse master plan. There are three main tasks to be accomplished with the SGC grant work plan over the next two-and-a-half years: 1) an existing conditions assessment; 2) a visioning exercise; and, 3) the drafting and approval of the reuse plan.
One of the PBTP's prioritized de-industrialization activities was the relocation of the existing Corp Yard at 1951 South River Road as a near term opportunity to accelerate the de-industrialization of Pioneer Bluff. Staff re-evaluated the 2925 Ramco Street site for City facilities only (without the school district facilities) and concluded that it was too large and not an ideal location for the City’s Public Works and Parks maintenance operations. This site has since been sold by the City as surplus property as described below. In 2015, after a City-wide site search coordinated with the Public Works and Parks and Recreation Departments, the Port of West Sacramento (Port) acquired a 12.42-acre site at 4300 West Capitol Avenue (CY Property) with the understanding that the site ultimately would be transferred to the City for new Corp Yard facilities. In June 2016, the Port and City executed a Letter of Intent which provides a 3-year period to the City through June 2019 during which the Port agrees not to solicit or entertain offers on the CY Property.
PBTP’s action plan calls for consistent assumptions for density and circulation across multiple City and regional planning efforts and describes fifteen planning principles that should be considered for incorporation into the reuse master plan. One of these principles recommended that Stone Lock be included in the Pioneer Bluff reuse and financing plan in order to achieve greater cost efficiencies for backbone infrastructure.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $1,439,788 $0 $0 $0 $0 $0 $0 $1,439,788
Construction Contract $237,773 ($368,374) $0 $0 $0 $0 $0 ($130,601) Total Project Budget $1,677,561 ($368,374) $0 $0 $0 $0 $0 $1,309,187 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$1,300,000 ($368,374) $0 $0 $0 $0 $0 $931,626
External - Grants | State $377,561 $0 $0 $0 $0 $0 $0 $377,561 Total Funding $1,677,561 ($368,374) $0 $0 $0 $0 $0 $1,309,187 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
768
Project Justification
The development of a reuse plan for the Pioneer Bluff and the Stone Lock Districts and the relocation of the Corp Yard are contemplated in the PBTP. By implementing these activities, staff will be able to investigate the most effcetive pathway for achieving the City’s General Plan vision for the Districts. The PBTP states that the transition potential within the Pioneer Bluff District will be shaped by several major projects (including deindustrialization and transportation-related efforts) both within and outside the reuse master plan area.
Consequences of Not Funding
Without these activities, staff will be unable to conduct the necessary due diligence on the General Plan vision and the existing related policy direction for the Districts or articulate a path for achieving all reasonably foreseeable implementation actions needed to implement that vision.
Alternatives Considered
No alternatives were considered. The Pioneer Bluff District has been zoned for transitional uses for 20+ years and is not transitioning based on market forces alone. These conclusions are captured in the PBTP. Additionally, the City has long considered relocating the existing 1951 South River Road Corp Yard, as it is a non-conforming use, and has taken action in the preceding years to acquire real property rights for an alternative site.
Operation Impact
ATTACHMENT 4
769
Enterprise Crossing Study
CIP-11018
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Bridges | Enterprise Bridge
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
Study/Pre-Design Only
Contact: Katie Yancey
P.M.: Katie Yancey
Status: Budget Review
The General Plan 2035 Update contemplates a new crossing of the Deep-Water Ship Channel at the southern terminus of Enterprise Blvd.
Project Location
Project Description
This new transportation facility is assumed to be constructed by the General Plan's horizon date of 2035. It is possible that development of this transportation facility could be advanced ahead of that time frame as a joint flood protection improvement. In 2016, the West Sacramento Area Flood Control Agency prepared an Alternatives Analysis Report (AAR). The AAR states that the City could advance certain actions to reduce costs to the selected flood protection plan for the City such as evaluating the feasibility of constructing a closure structure across the Deep-Water Ship Channel. This feasibility study would include a review of all the existing alternative, consideration of any new alternatives and a discussion of the direct and indirect costs and of the environmental and economic benefits or impacts of the alternatives.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $500,000 $0 $0 $0 $0 $0 $0 $500,000
Professional Services $72,000 ($327,227) $0 $0 $0 $0 $0 ($255,227) Total Project Budget $572,000 ($327,227) $0 $0 $0 $0 $0 $244,773 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$572,000 ($342,227) $0 $0 $0 $0 $0 $229,773
Total Funding $572,000 ($342,227) $0 $0 $0 $0 $0 $229,773 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
770
Project Justification
This closure structure could a multi-purpose structure that incorporate a transportation facility that if implemented could potentially eliminated the need to improve the Port North and South Levees as described in the AAR. It could greatly reduce the extent of improvements needed to the Deep-Water Ship Channel's West Levee that is south of the closure structure. All together the closure structure could eliminate approximately 27 miles of levee improvements which is a little over half of the miles in the City's overall levee improvement program.
Additionally, the construction of an Enterprise crossing is identified as a key phasing dependency in the Pioneer Bluff and Stone Lock Reuse Master Plan as the construction of the Enterprise connection would likely remove trips from Jefferson Blvd. and relive some congestion on that arterial. The citywide and local benefits of this extra capacity is primary reasoning behind the Pioneer Bluff and Stone Lock Reuse Master Plan's recommendation to construction an Enterprise crossing prior to General Plan horizon.
Consequences of Not Funding
Senate Bill 5 (2007) requires that the City make adequate progress toward achieving 200-year level of flood protection citywide by 2025. Given the deadline, there is limited time to identify an alternative flood protection solution that could better align with the City's planned transportation facilities. If this feasibility study is not funded than the opportunity to create a multi-purpose project and reduce the overall project footprint of the City's levee improvement program could be missed.
Alternatives Considered
No alternatives were considered.
Operation Impact
ATTACHMENT 4
771
Broadway Bridge: Environmentals And Permits
CIP-11019
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Transportation Studies
Study/Pre-Design Only
Contact: Katie Yancey
P.M.:
Status: Budget Review
South River Road to Broadway Avenue (Sacramento)
Project Location
Project Description
Project Approval and Environmental Document phase of the project. FY 15/16. Connected to Project Request: 997 Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $3,153,353 $0 $0 $0 $0 $0 $0 $3,153,353
Licenses $153,353 $0 $0 $0 $0 $0 $0 $153,353
Internal Labor ($153,353) $0 $0 $0 $0 $0 $0 ($153,353)
Professional Services $0 ($55,503) $0 $0 $0 $0 $0 ($55,503) Total Project Budget $3,153,353 ($55,503) $0 $0 $0 $0 $0 $3,097,850 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Federal $1,500,000 $0 $0 $0 $0 $0 $0 $1,500,000 1069020 - Gen C.I. Spec Tax
(Measure G)
$750,000 ($46,081) $0 $0 $0 $0 $0 $703,919
External - Donations &
Contributions
$750,000 $0 $0 $0 $0 $0 $0 $750,000
2059211 - Traffic
Improvement Fund (TIF)
$153,353 ($9,422) $0 $0 $0 $0 $0 $143,931
Total Funding $3,153,353 ($55,503) $0 $0 $0 $0 $0 $3,097,850 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Award of TIGER VI grant award of $1.5 million requires matching funds City of West Sacramento $750K funds. Matching funds. Total project Cost:
$3 million
Grant Award: $1.5 million (TIGER VI)
Consequences of Not Funding
Alternatives Considered
Operation Impact
ATTACHMENT 4
772
Washington And Streetcar Route Public Art
CIP-11024
Economic Development & Housing
City of West Sacramento | Bridge District
Flood Protection
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
Study/Pre-Design Only
Contact: Katie Yancey
P.M.: Katie Yancey
Status: Budget Review
Washington District
Project Location
Project Description
NEA grant was received for art installation and art plan for Washington District. Grant is awarded to City of Sacramento this work authorization is funding the City of West Sacramento match costs
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $200,000 $0 $0 $0 $0 $0 $0 $200,000
Professional Services $0 ($19,607) $0 $0 $0 $0 $0 ($19,607) Total Project Budget $200,000 ($19,607) $0 $0 $0 $0 $0 $180,393 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 4059098 - Bridge District
Designated Funding
$200,000 ($19,607) $0 $0 $0 $0 $0 $180,393
Total Funding $200,000 ($19,607) $0 $0 $0 $0 $0 $180,393 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Consequences of Not Funding
Alternatives Considered
Operation Impact
ATTACHMENT 4
773
Grand Gateway Master Plan Update
CIP-11026
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Washington Neighborhood Grand Gateway Development Strategy Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
Pre-Development Activities
Contact: Katie Yancey
P.M.: Katie Yancey
Status: Budget Review
The Grand Gateway Master Plan area is comprised of six City-owned properties (parcel numbers 008-150-033, -066, -067, 067-330-002, -017, and - 030), one previously owned-City property (parcel number 067-330-029) and excess City-owned public right-of-way along West Capitol Avenue and Tower Bridge Gateway.
Project Location
Project Description
In 2013, the City prepared the Grand Gateway Master Plan. The purpose of this advisory document was to cohesively plan these fringe properties with a portion of the site associated with but not completely belonging to the adjacent Central Business District, Bridge District, and Washington neighborhood. The document contains design details aimed at establishing site development standards and design guidelines that will lead to attractive, compact mixed-use development laid out in a highly functional, pedestrian-orientated setting. The document contains standards for the direct specific treatments to the public and quasi-public spaces and the uses and forms of the site’s buildings. This request would update this document and transform the document from an advisory, non-binding document into a planned development overlay with environmental clearance.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $100,000 $0 $0 $0 $0 $0 $0 $100,000
Land Acquisition $20,000 $0 $0 $0 $0 $0 $0 $20,000
Professional Services $0 $67,000 $0 $0 $0 $0 $0 $67,000 Total Project Budget $120,000 $67,000 $0 $0 $0 $0 $0 $187,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$120,000 $0 $0 $0 $0 $0 $0 $120,000
External - Grants | State $0 $67,000 $0 $0 $0 $0 $0 $67,000 Total Funding $120,000 $67,000 $0 $0 $0 $0 $0 $187,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
774
Project Justification
In 2018, the City completed almost all of the public infrastructure improvements for the Grand Gateway Master Plan area. The amendment to the document would complete the planning work for the remaining public improvements, codified the development standards, and would position the properties to be developed by a private party following a solidification and execution of a disposition and development agreement.
Consequences of Not Funding
This additional analysis is necessary to ensure quality responses to the solicitation for development proposal and to ensure that the City's development objectives are clearly articulated to any potential developer. With this amendment to the document and its associated environmental clearance the City would be best positioned to receive the most feasible alternatives that adhere the City's desired outcomes.
Alternatives Considered
1) Do not amend the plan and issue the request for proposals. This alternative would not achieve the desire outcomes for either the solicitation or the development of the properties. Additionally, it would not render the sites completely shovel-ready which would fail to realize the existing investment in area's new public infrastructure.
2) Incorporate the amendment into the Washington Specific Plan update. The alternative would delay the solicitation time frame. The specific plan update is not scheduled to be complete until mid-2020. Additionally, the specific plan will lack site specific details related to development phasing, parking, public participation, and parks and/or public art elements.
Operation Impact
ATTACHMENT 4
775
Citywide Speed Limit Surveys
CIP-12019
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Programs
Study/Pre-Design Only
Contact: Gary Predoehl
P.M.: Joanna Ortiz
Status: Budget Review
Various locations throughout the City.
Project Location
Project Description
The goal of this project is to update speed limits throughout the City based on up-to-date speed surveys. The City will not be able to successfully enforce speeding violations without updating the speed limits based on speed surveys and other information. According to State law, the speed surveys must be updated on a minimum five-year cycle. Rather than having all the surveys due each five years, it makes sense to break them up so that 20% are evaluated each year on a rotating basis.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $495,000 $90,000 $90,000 $90,000 $90,000 $90,000 $0 $945,000 Internal Labor $55,000 $10,000 $10,000 $10,000 $10,000 $10,000 $0 $105,000 Total Project Budget $550,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $1,050,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$550,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $1,050,000 Total Funding $550,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $1,050,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Updating of the speed limits based on speed surveys and other information must be accomplished, according to State law, on a maximum fiveyear cycle. Without the updates, the City will not be able to successfully enforce speeding violations resulting in no revenue from speeding tickets.
Consequences of Not Funding
The City will not be able to successfully enforce speeding violations resulting in no revenue from speeding tickets.
Alternatives Considered
N/A
N/A This ongoing project is only a study.
Operation Impact
ATTACHMENT 4
776
Citywide Regulatory Sign Replacement Project
CIP-12202
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements Replacement
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Various locations throughout the City.
Project Location
Project Description
The goal of this project is to improve safety and meet legal standards by replacing old regulatory signs (speed limits, stop signs, etc.) with new signs that meet current MUTCD standards and installing new signs where necessary. New speed limit signs will be updated with signs in accordance with the Citywide Speed Limit Survey project CIP-12019.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $270,000 $90,000 $90,000 $0 $0 $0 $0 $450,000 Internal Labor $30,000 $10,000 $10,000 $0 $0 $0 $0 $50,000 Total Project Budget $300,000 $100,000 $100,000 $0 $0 $0 $0 $500,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$300,000 $100,000 $100,000 $0 $0 $0 $0 $500,000
Total Funding $300,000 $100,000 $100,000 $0 $0 $0 $0 $500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Capital Outlay $0 $60,000 $0 $0 $0 $0 $0 $60,000
Internal Labor $0 $60,000 $0 $0 $0 $0 $0 $60,000
Total O&M $0 $120,000 $0 $0 $0 $0 $0 $120,000
Project Justification
Valid speed limit and other regulatory signage is mandated by the State. In the past two years, staff has been receiving speeding complaints on a weekly basis. A typical resolution is to coordinate with the police department for targeted enforcement. Lack of up-to-date and required speed limit and stop signs also create a liability for the City in collision investigations.
Consequences of Not Funding
Enforcement of speeding and/or stop violations could be over-turned in court if signs do not meet required standards. Collisions where speeding or running of stop signs can be cited as a factor presents a liability if signs are invalid or not installed as required by law.
Alternatives Considered
N/A
All current sign costs come out of the Road Fund, 201-9210 Operation Impact
ATTACHMENT 4
777
Traffic Signal & Street Light Emergency Repairs
CIP-12204
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Signals and Lighting
Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Citywide
Project Location
Project Description
This item is to provide funding for traffic signal emergency repairs from collisions with the traffic signal and street lighting equipment. It also is to provide funding for necessary traffic signals materials and equipment failures in the events of "acts of God" such as storms, earthquakes, etc.
Estimated Start
2021
CIP Status
In Progress Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Materials & Supplies $170,000 $0 $0 $0 $0 $0 $0 $170,000 Internal Labor $30,000 $0 $0 $0 $0 $0 $0 $30,000
Construction Contract $0 $0 $50,000 $50,000 $50,000 $50,000 $0 $200,000 Total Project Budget $200,000 $0 $50,000 $50,000 $50,000 $50,000 $0 $400,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2019211 - Road Fund - Gas
Tax
$100,000 $100,000 $50,000 $50,000 $50,000 $50,000 $0 $400,000 External - Donations &
Contributions
$100,000 ($100,000) $0 $0 $0 $0 $0 $0
Total Funding $200,000 $0 $50,000 $50,000 $50,000 $50,000 $0 $400,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The costs associated with failing to make repairs is considerably greater from a risk factor than making the repairs when necessary. This is a necessary function of operating traffic signal and street light systems.
Consequences of Not Funding
Failing to repair non-working traffic signals is unacceptable. Further expecting the Traffic Signal Technicians to repair non-working traffic signals without the funds to purchase the necessary materials and equipment necessary for the repairs is also unacceptable., Alternatives Considered
This project is addressing emergency repairs to traffic signals and street lights caused by vehicular crashes and/or by natural causes such as storms, floods, earthquakes, etc. Although this project does not specifically address O&M needs, it will maintain and update specific components of the traffic signal and street light infrastructure while performing the emergency repairs, thus extending their lifecycles.
Operation Impact
ATTACHMENT 4
778
5th And C St Garage Improvements
CIP-14033
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Flood Protection
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
Pre-Development Activities
Contact: Katie Yancey
P.M.: Diane Richards
Status: Budget Review
422-4 C Street
Project Location
Project Description
Funding to support redevelopment of the garage associated with the City's disposition of property to developer. Once a developer is selected these supportive activities could include funding the construction of offsite improvements in the public realm (e.g curb, gutter, sidewalks, driveways, bus shelters). In August 2018, the City released a Request for Proposals for the acquisition or lease and reuse of the garage. Several developers responded and the City is in active negotiations with the selected developer to reuse the building for a publicly-accessible use. In 2022, the City sold the site.
This site, and several of the vacant and under-utilized lots around the 5th St Garage property are in development. The Washington Alley project will improve and resurface an existing, deteriorated and unimproved alley adjacent to these properties. The improvements include lighting to enhance safety and walk-ability of the alley which serves as an egress route and accessible path for vehicular and pedestrian traffic to two adjacent entitled residential projects and one adjacent commercial development project. The existing alley and adjacent site at 422 C Street have been the subject of increasing homelessness, dumping, and public safety issues since 2018. The project will facilitate the occupancy of three new development projects resulting in 43 new residential units and a new restaurant/cafe project.
Estimated Start
Fall 2023
CIP Status
In Progress Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $150,000 $386,100 $0 $0 $0 $0 $0 $536,100 Project Budget $100,000 $0 $0 $0 $0 $0 $0 $100,000
Contingency $0 $47,500 $0 $0 $0 $0 $0 $47,500
Internal Labor $0 $13,400 $0 $0 $0 $0 $0 $13,400
Total Project Budget $250,000 $447,000 $0 $0 $0 $0 $0 $697,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$250,000 $447,000 $0 $0 $0 $0 $0 $697,000
Total Funding $250,000 $447,000 $0 $0 $0 $0 $0 $697,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
779
Project Justification
The site is zoned for mixed-use neighborhood-oriented uses. The 2015 Washington Realized (WR) document identifies this site as an underutilized parcel along auto, transit, bicycle and pedestrian high priority level roadway, C Street and an auto and bicycle high priority roadway, 5th Street. WR's Transit Orientated Development (TOD) Strategy includes a recommended revised roadway cross-section for C Street that adds bicycle lanes, street lights and street trees to ensure that these users needs are being meet. The TOD Strategy also identifies this site as a low likelihood/low priority brownfield site which may need additional investigations not conducted at the time WR was prepared.
WR's Complete Community (CC) Strategy includes an employment needs analysis. Based on the data collection conducted during the preparation of the CC Strategy, one-third of the neighborhood's resident live below the federal poverty level and unemployment, low educational attainment and poor English skills are common (e.g. 56% of adults speak English "less then well"). This CC Strategy states that new small business are needed in the neighborhood to provide jobs near the existing affordable housing and planned improvements to the transit system. In particular, it notes that restaurants and retail are needed along these high priority routes for two reasons: 1) to ensure transit ridership and 2) to provide reliable means of travel to those existing residents who may benefit from the types of jobs that are created by these enterprises.
Consequences of Not Funding
Achieving the goals and objectives outlined in WR will likely be delayed.
Alternatives Considered
Delaying the project. This is not recommended as the offsite improvements as proposed are consistent with WR and completing the improvements now supports previous City Council actions related to development of the area.
Operation Impact
ATTACHMENT 4
780
State Streets Pavement Rehabilitation Project
CIP-15042
Capital Projects
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Reconstruction
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Amber Wallace
Status: Budget Review
State Streets area bounded by 15th Street on the north, Jefferson Blvd on the east, Stone Blvd on the south, and Park Blvd on the West.
Project Location
Project Description
Design and construction of road rehabilitation project on all the roads within the boundaries identified above. Also included are pedestrian curb ramps, and curb and gutter.
Estimated Start CIP Status
Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $4,500,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $6,500,000 Internal Labor $600,000 $0 $0 $0 $0 $0 $0 $600,000
Project Budget $100,000 $0 $0 $0 $0 $0 $0 $100,000
Total Project Budget $5,200,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $7,200,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2039211 - Road Fund - SB1 $4,100,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $6,100,000 1109211 - Measure E Funds -
Road Rehabilitiation
$1,100,000 $0 $0 $0 $0 $0 $0 $1,100,000
Total Funding $5,200,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $7,200,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
According to the most recent Pavement Management Program report, the roads in this area are categorized as poor and very poor.
Consequences of Not Funding
Roadways will continue to deteriorate and will be considerably more expensive to rehabilitate in the future.
Alternatives Considered
To not construct project. The roadways will continue to deteriorate and will be considerably more expensive to rehabilitate in the future.
This project is specifically addressing deferred maintenance by performing reconstruction and heavy maintenance on most of the streets in the State Streets neighborhood. The project will restore the roads to a point that normal maintenance activities can take place through the Neighborhood Preservation Program, i.e., receiving a slurry seal every ten years.
Operation Impact
ATTACHMENT 4
781
Port Area Infrastructure and Complete Streets Project
CIP-15046
Capital Projects
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Transportation Studies
PA&ED/Design Only
Contact: Gary Predoehl
P.M.: Joanna Ortiz
Status: Budget Review
Approximately 6,500 linear feet of Southport Parkway - Ramco St to Lake Washington Blvd Project Location
Project Description
PA/ED phase for a pavement rehabilitation project along Southport Parkway from Ramco St to Lake Washington Blvd. The project will include pavement rehabilitation as well as potential roadway widening to accommodate bike lanes to help with grant eligibility. Grant funding for construction will follow the PA/ED phase. In addition, minor intersection improvements at the intersection of Southport Parkway and Lake Washington Blvd will be made (Relocation of 1B pole on Southwest Corner to accommodate a right turn bay and right turn movement) - No Street Lighting
- No Traffic Signal Upgrades beyond those mentioned above - No median changes
- No subsurface drainage improvements
- No frontage improvements
Estimated Start CIP Status
New PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $640,000 $0 $1,000,000 $0 $0 $0 $0 $1,640,000 Internal Labor $170,000 $0 $0 $0 $0 $0 $0 $170,000
Construction Contract $0 $0 $0 $32,000,000 $25,000,000 $0 $0 $57,000,000 Total Project Budget $810,000 $0 $1,000,000 $32,000,000 $25,000,000 $0 $0 $58,810,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2039211 - Road Fund - SB1 $500,000 $0 $0 $0 $0 $0 $0 $500,000 1079910 - One Time General
Fund
$250,000 $0 $0 $0 $0 $0 $0 $250,000
1069020 - Gen C.I. Spec Tax
(Measure G)
$60,000 $0 $1,000,000 $0 $0 $0 $0 $1,060,000
TBD - Unknown $0 $0 $0 $25,000,000 $25,000,000 $0 $0 $50,000,000 5079621 - Water Impact Fee
Fund
$0 $0 $0 $7,000,000 $0 $0 $0 $7,000,000
Total Funding $810,000 $0 $1,000,000 $32,000,000 $25,000,000 $0 $0 $58,810,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
782
Project Justification
Southport Parkway is a major arterial in the City's roadway network. It serves approximately 20,000 vehicle daily (over 5.3 million vehicle trips a year). It is also one of the worst segments of roadway in the City with an average Pavement Condition Index (PCI) rating of 25. In the calendar year 2018, the City received 44 complaints regarding the pavement condition of Southport Parkway. This is anticipated to be at the top of the priority list for the Community Investment Program under the pavement management strategy plan. The intent with the PA/ED phase is to make the project shovel-ready for grant opportunities.
Consequences of Not Funding
As pavement condition continues to decrease, the cost of the eventual rehabilitation/reconstruction increases exponentially.
Alternatives Considered
Alternatives were considered but they would lead to greater costs.
Operation Impact
ATTACHMENT 4
783
Bridge District Parking Lot equipment
CIP-15048
Economic Development & Housing
City of West Sacramento | Bridge District
Entertainment District Public Safety & Security
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | General
New Construction
Contact: Katie Yancey
P.M.: Katy Jacobson
Status: Budget Review
City owned parking lot in Bridge District, 5th and Bridge Streets Project Location
Project Description
new surveillance and security equipment to monitor and manage city parking lot re: smash and grabs and general safety of users Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $10,000 ($14,410) $0 $0 $0 $0 $0 ($4,410) Materials & Supplies $10,000 $0 $0 $0 $0 $0 $0 $10,000
Total Project Budget $20,000 ($14,410) $0 $0 $0 $0 $0 $5,590 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 4059098 - Bridge District
Designated Funding
$20,000 ($14,410) $0 $0 $0 $0 $0 $5,590
Total Funding $20,000 ($14,410) $0 $0 $0 $0 $0 $5,590
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The current camera is not functional or adequate to identify, intervene and apprehend perpetrators and monitor parking lot. This CIP will provide for appropriate and adequate cameras.
Consequences of Not Funding
ongoing smash and grab crimes and safety vulnerabilities for city facility and parking lot users Alternatives Considered
none
$500.00 per year-speculative, equipment is not identified. Fund 219 will pay ongoing costs with permit revenues Operation Impact
ATTACHMENT 4
784
3rd and D Frontage Improvements
CIP-15051
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Washington Neighborhood Grand Gateway Development Strategy Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Reconstruction
Modification/Rehabilitation
Contact: Katie Yancey
P.M.: Diane Richards
Status: Budget Review
301 D Street
Project Location
Project Description
Demolish and replace sidewalk, streetlights, curb and gutter to meet ADA and city standards for Washington Neighborhood-Developer Reimbursement Agreement
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $250,000 ($250,000) $0 $0 $0 $0 $0 $0 Total Project Budget $250,000 ($250,000) $0 $0 $0 $0 $0 $0 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2869020 - Development Trust
Fund
$250,000 ($250,000) $0 $0 $0 $0 $0 $0
Total Funding $250,000 ($250,000) $0 $0 $0 $0 $0 $0
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
A residential development project in a prominent 3rd and C retail focus area of Washington was seized by the court in the middle of construction.
On December 8, 2021, City Council approved a Development Agreement which included the City contributing to offsite improvements in an effort to work with with the lender, General Contractor and new developer to support the project getting completed.
Consequences of Not Funding
Existing structure will need to be condemned; and, the City will likely have to demolish and lien the property. Property will continue to be a blight and nuisance in the neighborhood.
Alternatives Considered
The City may choose not to reimburse the project for public offsite improvements and allow the project participants standard civil legal recourse.
This will likely result in City condemnation action and continued blighting conditions.
This is replacement of existing sidewalk and lighting to meet ADA and city standards and is not expected to impact operations and maintenance budgets.
Operation Impact
ATTACHMENT 4
785
Kind Project
CIP-15052
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Homelessness & Communitywide Impacts
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Reconstruction
Replacement
Contact: Katie Yancey
P.M.: Diane Richards
Status: Budget Review
Fourth and Fifth Street frontage between F and G Streets Project Location
Project Description
City's Development Agreement obligation to enter into developer reimbursement contract to reimburse developer for sidewalk, landscape, trees, curb, gutter and street lights reconstruction and replacement to meet ADA and Washington Specific Plan standards associated with KIND affordable housing micro-units project. Funding was in Fund 106 operations and maintenance budget as "Riverfront Development Tools" and needs to be moved to a CIP to reimburse for public improvements.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $250,000 ($250,000) $0 $0 $0 $0 $0 $0 Total Project Budget $250,000 ($250,000) $0 $0 $0 $0 $0 $0 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2869020 - Development Trust
Fund
$250,000 ($250,000) $0 $0 $0 $0 $0 $0
Total Funding $250,000 ($250,000) $0 $0 $0 $0 $0 $0
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Council executed Development Agreement with KIND Partners, which includes the proposed project improvements.
Consequences of Not Funding
Funding was already made available.
Alternatives Considered
N/A
replacement and enhanced frontage for safety and walkability-not expected to increase operations and maintenance. May reduce significant nuisance and blighting conditions and increase security due to new residents in neighborhood reducing city costs.
Operation Impact
ATTACHMENT 4
786
Targeted Traffic Operations Improvements
CIP-16011
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements Modification/Rehabilitation
Contact: Gary Predoehl
P.M.:
Status: Budget Review
TBD Citywide
Project Location
Project Description
These targeted traffic operations improvements will be those projects that provide the greatest safety benefits from the list of concerns and issues identified by citizens throughout the previous year.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $419,325 $125,000 $125,000 $125,000 $125,000 $125,000 $0 $1,044,325 Project Budget $100,000 $0 $0 $0 $0 $0 $0 $100,000
Internal Labor $40,000 $25,000 $25,000 $25,000 $25,000 $25,000 $0 $165,000 Total Project Budget $559,325 $150,000 $150,000 $150,000 $150,000 $150,000 $0 $1,309,325 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2019211 - Road Fund - Gas
Tax
$200,000 $150,000 $150,000 $150,000 $150,000 $150,000 $0 $950,000 2039211 - Road Fund - SB1 $200,000 $0 $0 $0 $0 $0 $0 $200,000 1089211 - Measure K Funds -
Roads
$100,000 $0 $0 $0 $0 $0 $0 $100,000
2699178 - CFD C - Bridgeway
Island
$59,325 $0 $0 $0 $0 $0 $0 $59,325
Total Funding $559,325 $150,000 $150,000 $150,000 $150,000 $150,000 $0 $1,309,325 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Throughout the year, Capital Projects Traffic Engineering staff receive input from citizens relative to locations and conditions they (the citizens) feel are unsafe for a variety of reasons. Engineering staff investigate these citizen concerns and implement corrective action as appropriate. Some solutions are very low cost and are implemented immediately. Other solutions require a higher level of engineering and/or are of a greater cost.
These solutions/projects are prioritized and this CIP project is used to fund those projects that provide the greatest benefits for the lowest cost, Consequences of Not Funding
These Targeted Traffic Operations Improvements would not be constructed.
Alternatives Considered
Operation Impact
ATTACHMENT 4
787
Arterial Street Pavement Repair Program
CIP-17021
Capital Projects
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: Gary Predoehl
P.M.:
Status: Budget Review
Citywide on arterial streets - Likely locations include Southport Parkway, Jefferson Blvd, Industrial Blvd, Harbor Blvd, Sacramento Ave, Reed Road Project Location
Project Description
This project would involve pavement repair associated with failed pavement throughout the City on arterial streets. Specific construction would include pavement dig-out, reconstruction of base material, repaving, re-striping and provision of shoulder backing where required.
Estimated Start
2021
CIP Status
In Progress
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $1,062,500 $850,000 $850,000 $850,000 $850,000 $850,000 $0 $5,312,500 Internal Labor $187,500 $150,000 $150,000 $150,000 $150,000 $150,000 $0 $937,500 Total Project Budget $1,250,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $6,250,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$1,250,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $6,250,000 Total Funding $1,250,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $6,250,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This project addresses the Community Investment Program portion of the City's Pavement Management Program Implementation, a top priority of the Management Agenda within the City Council's 2019 Strategic Plan.
Pavement sections on arterial streets throughout the City have been failing at an alarming rate. Reasons include heavy truck traffic, roads built to a lessor standard than what is now required for the traffic, and deferred maintenance. Citizen complaints are common and expected to increase as more pavement fails. As more pavement fails without adequate repairs, the long term cost increases exponentially as the "fix" becomes the complete replacement of streets rather than just routine maintenance. In addition, economic development is slowed because incoming commerce expects to have streets that are in good condition. This project will address arterial streets throughout the City where pavement has failed and is in the most need of repair based on traffic volumes, truck traffic, safety needs, and other related criteria.
Consequences of Not Funding
The street sections that have failed throughout the City will continue to deteriorate and the cost to repair them will increase exponentially.
Citizen complaints will increase and economic development along corridors with failed pavement will be negatively affected.
Alternatives Considered
1) Doing nothing, which at this point is really not an option. 2) Reconstructing entire streets which is prohibitively expensive.
Operation Impact
ATTACHMENT 4
788
On-Call Striping Program
CIP-17022
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Citywide
Project Location
Project Description
The City has numerous locations where the striping has faded to a point that it is difficult to see. In order to improve safety throughout the City, an annual on-call striping program and contract will address the locations in the City where striping is in the worst condition.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $600,000 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,600,000 Internal Labor $150,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $400,000 Total Project Budget $750,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $2,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$500,000 $0 $0 $0 $0 $0 $0 $500,000
1089211 - Measure K Funds -
Roads
$250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,500,000 Total Funding $750,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $2,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The City has numerous locations where the striping has faded to a point that it is difficult to see. In order to improve safety throughout the City, an annual on-call striping program and contract is needed to address the locations in the City where striping is in the worst condition. Illegible striping could be cited as a contributing factor in vehicular lawsuits against the City.
Consequences of Not Funding
Striping will continue to deteriorate throughout the City and the worst locations will not be re-striped.
Alternatives Considered
1) Having Public Works road maintenance crews do this work. They are unable to do so with their limited number of staff and funding devoted to roads.
This project is O&M for striping throughout the City. The PW O&M staff are not able to perform this type of maintenance based on current staffing and funding levels.
Operation Impact
ATTACHMENT 4
789
On-Call Arterial Street Pavement Repair
CIP-17025
Public Works
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Citywide
Project Location
Project Description
The purpose of this project is to have an on-call construction contract to assist the Public Works O&M Department in the maintenance and repair of pavement on arterial streets that has failed beyond the ability of the Public Works O&M Department staff to perform the repairs (major potholes or series of potholes).
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $460,000 $225,000 $225,000 $225,000 $225,000 $225,000 $0 $1,585,000 Internal Labor $40,000 $25,000 $25,000 $25,000 $25,000 $25,000 $0 $165,000 Total Project Budget $500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,750,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$500,000 $0 $0 $0 $0 $0 $0 $500,000
1089211 - Measure K Funds -
Roads
$0 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,250,000 Total Funding $500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,750,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This is an issue that has continually plagued the City and specifically the Public Works O&M Department. With a significant amount of deferred maintenance on streets throughout the City, many arterial streets are experiencing the result of that deferred maintenance...significant cracking and potholes. The City receives many calls and complaints on "Public Stuff" in regard to these areas of pavement failure. Unfortunately the Public Works O&M Department is quite often not able to adequately respond to these situations because of inadequate staffing and funding. This project will provide a way to address these specific issues.
Consequences of Not Funding
Continued deferred maintenance leading to more citizen complaints and increased costs to deal with the issue in the future.
Alternatives Considered
Doing nothing.
This project deals specifically with O&M work as a result of deferred maintenance.
Operation Impact
ATTACHMENT 4
790
Neighborhood Pavement Preservation Program
CIP-17026
Capital Projects
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: Gary Predoehl
P.M.:
Status: Budget Review
As part of the establishment of the Neighborhood Preservation Program in 2019, the City was split into ten areas. One area of the City will be chosen annually based on specific criteria including condition of the roadways in the area, the last time any treatments were done to the pavement in the area, and how much benefit will be provided by applying a pavement treatment in an area in that year.
Project Location
Project Description
The Neighborhood Preservation Program will provide a surface treatment in one of ten areas of the City on an annual basis. Over the ten year period, all areas of the City will receive some type of pavement treatment on the neighborhood streets. The pavement treatments will include slurry seals, chip seals, cape seals or some other type of pavement treatment. New pavement striping will also be included. The purpose of these treatments is to preserve the pavements thereby extending their useful lives and reducing costs over the lifecycle of the pavements.
Estimated Start
2020
CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $450,000 $850,000 $850,000 $850,000 $850,000 $850,000 $0 $4,700,000 Internal Labor $50,000 $150,000 $150,000 $150,000 $150,000 $150,000 $0 $800,000 Total Project Budget $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $5,500,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$500,000 $1,000,000 $0 $0 $0 $0 $0 $1,500,000
2039211 - Road Fund - SB1 $0 $0 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $4,000,000 Total Funding $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $5,500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This project addresses one of the two main programs of the City's Pavement Management Program Implementation, "Neighborhood Pavement Preservation." The other "Community Investment Program" addresses the arterial street network and includes other projects in the CIP.
Pavement Management Program Implementation is listed as a Top Priority in the Management Agenda portion of the City Council's 2019 Strategic Plan.
Consequences of Not Funding
Further deferred maintenance and deterioration of the neighborhood streets in the City.
Alternatives Considered
Do nothing which leads to further deferred maintenance and deterioration of the neighborhood streets in the City.
This project is considered as a maintenance/preservation activity. If it is not performed, roads will continue to deteriorate until demolition and reconstruction is necessary to restore the roadways.
Operation Impact
ATTACHMENT 4
791
Major Water System Emergency Repairs
CIP-21007
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Water Maintenance (Distribution)
Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Amber Wallace
Status: Budget Review
Citywide
Project Location
Project Description
Major repairs of water distribution system and/or reservoirs (tanks) pumping systems for unforeseen and emergency repairs.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $633,623 $0 $0 $0 $0 $0 $0 $633,623
Construction Contract $629,018 $240,000 $240,000 $240,000 $240,000 $240,000 $0 $1,829,018 Professional Services $80,000 $60,000 $60,000 $60,000 $60,000 $60,000 $0 $380,000 Total Project Budget $1,342,641 $300,000 $300,000 $300,000 $300,000 $300,000 $0 $2,842,641 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$1,333,623 $300,000 $300,000 $300,000 $300,000 $300,000 $0 $2,833,623 5069620 - Water Enterprise
Fund
$9,018 $0 $0 $0 $0 $0 $0 $9,018
Total Funding $1,342,641 $300,000 $300,000 $300,000 $300,000 $300,000 $0 $2,842,641 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Needed for unforeseen and emergency repairs.
Consequences of Not Funding
Funding would not be available for major repairs associated with unforeseen emergencies.
Alternatives Considered
This project is an O&M activity.
Operation Impact
ATTACHMENT 4
792
High Service Manifold Repair/Replacement/Vault Installation CIP-21041
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Water Maintenance (Treatment and Storage Facilities) Replacement
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Water Treatment Plant
Project Location
Project Description
This project involves multiple phases. The first phase will entail the excavation of the High Service Manifold pump station area to assess potential damage to valves, piping, manifold, piping, and pads. The assessment will outline damaged pipes in need of repair, the repair or replacement of the18” butterfly valves, the north High Service Manifold pad, and Pumps #4 and #5. The second phase will involve analysis of the assessment findings, as well the development of the plans, specifications and bid documents for the necessary repairs and/or replacements. The third phase will include the construction. In addition to the major repairs and/or replacements identified through the assessment, the project will also need to include the installation of an effluent meter which is required by the State as part of the water loss program, a High Service Manifold vault to protect the repairs and/or replacements, and a process drain for continued dewatering. Water may be routed to the plant recycle basins for processing.
Estimated Start
Fall 2022
CIP Status
New
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $500,000 $0 $0 $0 $0 $0 $0 $500,000 Construction Contract $0 $3,700,000 $2,500,000 $0 $0 $0 $0 $6,200,000 Total Project Budget $500,000 $3,700,000 $2,500,000 $0 $0 $0 $0 $6,700,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5069620 - Water Enterprise
Fund
$500,000 $3,700,000 $0 $0 $0 $0 $0 $4,200,000
5079621 - Water Impact Fee
Fund
$0 $0 $2,500,000 $0 $0 $0 $0 $2,500,000
Total Funding $500,000 $3,700,000 $2,500,000 $0 $0 $0 $0 $6,700,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
793
Project Justification
Please see attached Justification.
Consequences of Not Funding
1. Continued failure of the 18” butterfly valves will facilitate the need to excavate to make repairs.
2. Potential failure of any one of the suction lines from the manifold or the main manifold itself would create the need to excavate and make repairs in emergency mode. This would result in loss of water transmission to the City while repairs are conducted. This would be a more expensive project overall if the water pipe ruptures.
Alternatives Considered
Excavate the manifold to determine the extent of the damage and make repairs to the two valves and pumps currently in failed status and re-bury in the ground.
No additional or incremental expenditures required with replacement.
Operation Impact
ATTACHMENT 4
794
Sand Pump Replacements
CIP-22061
Public Works
City of West Sacramento | Water
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Chris Kania
Status: Budget Review
George Kristoff Water Treatment Plant
Project Location
Project Description
This project will allow replacement of the two sand pumps currently in use at the WTP, one in year 24/25 and one in year 25/26.
Estimated Start
Summer 2025
CIP Status
New PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $110,000 $0 $0 $0 $0 $0 $0 $110,000
Construction Contract ($110,000) $0 $250,000 $250,000 $0 $0 $0 $390,000 Total Project Budget $0 $0 $250,000 $250,000 $0 $0 $0 $500,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $0 $250,000 $250,000 $0 $0 $0 $500,000
Total Funding $0 $0 $250,000 $250,000 $0 $0 $0 $500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The current sand pumps are each twenty years old and are both in need of replacement. Sand pumps inject sand into the water treatment process to remove sediment. This is a vital step in the water treatment process and there are no alternative options.
Consequences of Not Funding
If one of the pumps were to fail, the entire water processing burden would fall on one Actiflo Train, which could potentially overburden the system if this were to occur regularly. If both were to fail, the water treatment process would have to stop until repairs or replacements could be arranged.
Alternatives Considered
These pumps, once installed, would fall into the WTP's preventative maintenance system, which is overseen by the Chief Treatment Plant Mechanic. No additional tools would be required to perform this maintenance.
Operation Impact
ATTACHMENT 4
795
Major Sewer System Emergency Repairs
CIP-31007
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Sewer | Collection & Conveyance System
Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Amber Wallace
Status: Budget Review
Citywide- TBD
Project Location
Project Description
Repairs of sanitary sewer distribution system and/or pumping systems (lift stations) in unforeseen and emergency situations.
Estimated Start CIP Status
Construction
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $80,000 $0 $0 $0 $0 $0 $0 $80,000
Internal Labor $70,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $320,000 Construction Contract $0 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,000,000 Total Project Budget $150,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,400,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5029421 - Sewer Impact Fee $150,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,400,000 Total Funding $150,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,400,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
These repairs of the sanitary sewer distribution system and/or pumping systems (lift stations) would only be necessary in unforeseen and emergency situations.
Consequences of Not Funding
There would be no funding available for these emergency repairs.
Alternatives Considered
Doing nothing and not planning for emergency repair work.
Operation Impact
ATTACHMENT 4
796
Bryte Sewer Lift Station Rehabilitation Project
CIP-33031
Capital Projects
City of West Sacramento | Sewer (Fund 502)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Sewer | Sewer Maintenance (Collection & Conveyance)
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Amber Wallace
Status: Budget Review
Bryte Sewer Pump Station
Project Location
Project Description
The Bryte Sewer Pump Station Rehabilitation. Replace pump with approx 80 feet less total dynamic head and increase capacity to 3800 gpm for future conditions. remedy wet well coating problems and dry pit leaking. Identified in the sewer Master Plan. Cost estimate is based on previous similar projects.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $1,826,000 ($1,326,000) $0 $1,500,000 $0 $0 $0 $2,000,000 Project Budget $30,000 $0 $0 $0 $0 $0 $0 $30,000
Professional Services ($30,000) $0 $0 $0 $0 $0 $0 ($30,000) Total Project Budget $1,826,000 ($1,326,000) $0 $1,500,000 $0 $0 $0 $2,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5029421 - Sewer Impact Fee $1,826,000 ($1,326,000) $0 $1,500,000 $0 $0 $0 $2,000,000 Total Funding $1,826,000 ($1,326,000) $0 $1,500,000 $0 $0 $0 $2,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
From 2015 Sanitary Sewer Master Plan
Consequences of Not Funding
Pump Station will continue to deteriorate. May cause SSO and higher maintenance costs.
Alternatives Considered
No Project / Rehab/ Replace
Operation Impact
ATTACHMENT 4
797
Westmore Oaks Neighborhood Sewer System Rehabilitation Project CIP-33032
Capital Projects
City of West Sacramento | Sewer (Fund 502)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Sewer | Sewer Maintenance (Collection & Conveyance)
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Amber Wallace
Status: Budget Review
Westmore Oaks Neighborhood
Project Location
Project Description
This neighborhood was originally constructed with Portland cement concrete sewer lines. These sewer lines corrode and eventually fail when exposed to sewer gases over a long period. This is currently occurring in the Westmore Oaks Neighborhood. The purpose of this project is to rehabilitate or replace corroded sewer main lines and selected service lines to properties in the Westmore Oaks Neighborhood.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $450,000 $0 $450,000 $900,000 $0 $0 $0 $1,800,000 Internal Labor $50,000 $0 $50,000 $100,000 $0 $0 $0 $200,000 Construction Contract $0 $0 $0 $5,000,000 $0 $0 $0 $5,000,000 Total Project Budget $500,000 $0 $500,000 $6,000,000 $0 $0 $0 $7,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5029421 - Sewer Impact Fee $500,000 $0 $500,000 $6,000,000 $0 $0 $0 $7,000,000 Total Funding $500,000 $0 $500,000 $6,000,000 $0 $0 $0 $7,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This neighborhood was originally constructed with Portland cement concrete sewer lines. These sewer lines corrode and eventually fail when exposed to sewer gases over a long period. This is currently occurring in the Westmore Oaks Neighborhood. The Public Works O&M staff weekly need to deal with sewer line issues in this neighborhood. This neighborhood has experienced the same types of issues that resulted in the recently completed States Streets Neighborhood Sewer Line Rehabilitation project.
Consequences of Not Funding
Collapsed sewer mains, sink holes in the roadway, sanitary sewer overflows.
Alternatives Considered
Doing nothing resulting in increased maintenance issues.
This project addresses current significant O&M needs.
Operation Impact
ATTACHMENT 4
798
Project Homekey Phase II
CIP-51037
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Homelessness & Communitywide Impacts
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | General
Contact: Katie Yancey
P.M.: Raul Huerta-Castro
Status: Budget Review
Motel properties in the City.
Project Location
Project Description
This project was originally intended to fund the acquisition of at least one motel property of approximately 25 rooms and implement necessary site improvements to operate an Interim Homeless Housing Program for a three-year period. The proposed motel acquisition(s) will enable the County to consolidate the motel rooms currently being leased from private parties at different motel locations at a much lower cost per room/participant. This project was to be originally funded by ARPA funds, but has since been funded with Measure E and General Fund one-time money.
Estimated Start CIP Status
Closed Post-Construction/Close-Out
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Land Acquisition $2,611,462 ($2,611,462) $0 $0 $0 $0 $0 $0 Total Project Budget $2,611,462 ($2,611,462) $0 $0 $0 $0 $0 $0 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2189301 - America Rescue
Plan Act (ARPA)
$2,611,462 ($2,611,462) $0 $0 $0 $0 $0 $0
Total Funding $2,611,462 ($2,611,462) $0 $0 $0 $0 $0 $0 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
N/A
Consequences of Not Funding
N/A
Alternatives Considered
N/A
Operation Impact
ATTACHMENT 4
799
City Facilities Minor Improvements
CIP-52041
Public Works
City of West Sacramento | General (Fund 400)
City Facilities, Equipment and Vehicles Master Plan
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Municipal
New Construction
Contact: Lorianne Landsaw
P.M.:
Status: Budget Review
Citywide
Project Location
Project Description
Funding for unanticipated capital improvements at City facilities.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $50,000 $0 $0 $0 $0 $0 $0 $50,000
Professional Services $30,000 $0 $0 $0 $0 $0 $0 $30,000 Construction Contract $0 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $250,000 Total Project Budget $80,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $330,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2089910 - General Facilities
Fund
$80,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $330,000 Total Funding $80,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $330,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Additional funding required to provide ongoing unanticipated repairs/improvements to City owned facilities.
Consequences of Not Funding
No funding for unanticipated repairs/improvements to City owned facilities.
Alternatives Considered
None.
Operation Impact
ATTACHMENT 4
800
Stone Lock Facility Maintenance
CIP-52069
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Economic Development | General
Pre-Development Activities
Contact: Katie Yancey
P.M.: Katie Yancey
Status: Budget Review
The Stone Lock Facility is located at 1801 and 1821 Jefferson Blvd.
Project Location
Project Description
In 2015, the City acquired fee title to the Stone Lock Facility for public purposes. In 2018, the City prepared the Stone Lock Reuse Strategy, a technical memorandum incorporated into the Pioneer Bluff and Stone Lock Reuse Master Plan (in progress). The reuse strategy for the facility describes four phases for de-industrializing the site and converting the asset into the focal point of the City's revised Central Park concept which is referenced in both the Pioneer Bluff and Stone Lock Reuse Master Plan and the Parks, Recreation and Open Space Master Plan (in progress). The first phase improvements are recommended to occur between 2018 and 2023 and include: clearing and grubbing the site's overgrown vegetation, constructing safety railing, demolishing outbuildings, securing and structurally retrofitting the building to be reused, installing bi-level lighting and improving pathways into the facility.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Project Budget $368,195 $0 $0 $0 $0 $0 $0 $368,195
Professional Services ($368,195) $58,260 $0 $0 $0 $0 $0 ($309,935) Construction Contract $0 $666,500 $0 $0 $0 $0 $0 $666,500 Contingency $0 $195,775 $0 $0 $0 $0 $0 $195,775
Internal Labor $0 $44,250 $0 $0 $0 $0 $0 $44,250
Total Project Budget $0 $964,785 $0 $0 $0 $0 $0 $964,785 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Donations &
Contributions
$0 $0 $0 $0 $0 $0 $0 $0
TBD - Unknown $0 $500,000 $0 $0 $0 $0 $0 $500,000
1069020 - Gen C.I. Spec Tax
(Measure G)
$0 $464,785 $0 $0 $0 $0 $0 $464,785
Total Funding $0 $964,785 $0 $0 $0 $0 $0 $964,785
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
801
Project Justification
In 2018, the City received a $300,000 U.S. Environmental Protection Agency grant (EPA grant) to inventory, characterize, assess, and conduct cleanup planning and other related activities for brownfield sites in Pioneer Bluff to support redevelopment. The Stone Lock Facility is an eligible site for use of the grant. These funds may be used to implement the planning work to be completed with the EPA grant funds. They may also be used as local match for any future grant funds that are secured for the recommended capital improvements projects.
Consequences of Not Funding
The Stone Lock Facility's upland improvements (i.e. not in the canal) attract nuisance behavior. All of the buildings have been broken in to and heavily vandalized and illegal dumping has occurred on the site. The recommended upland de-industrialization activities described in the Pioneer Bluff and Stone Lock Reuse Master Plan include safety and security measures that will deter this behavior. If these measures are not implemented then the site and its buildings will continue to decay which may result in these original structures or the site being unusable in the future. The Pioneer Bluff and Stone Lock Reuse Master Plan identifies historic preservation as a goal for the retrofit of the Stone Lock Facility.
Alternatives Considered
None were considered as these first phase activities are recommended in the Pioneer Bluff and Stone Lock Reuse Master Plan with a completion date of 2023 and $300,000 of grant funding was secured for much of the related planning activities.
Additional ongoing expenses will be incurred to maintain the properties. These costs will be estimated concurrent with the next phase of security improvements at Stone Lock and as part of a larger citywide operations analysis currently underway.
Operation Impact
ATTACHMENT 4
802
FS-41 Art Installation Project
CIP-52075
Parks & Recreation
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | General
New Construction
Contact: Connie Leek
P.M.:
Status: Budget Review
West Sacramento Fire Station 41 is located at 132 15th Street.
Project Location
Project Description
The City’s oldest operating fire station, built originally in 1938 with funds from the Volunteer Fire Department. The original station was a community gathering place with significant historical relevance and roots in the West Sacramento Community. Fire Station 41 underwent a major renovation in 2006, and the aesthetics of the facility renovation were selected to honor and reflect the people, efforts, and history of the original building. The renovation also included the installation of a large bench for seating and a small parking area located directly across the street from the Station. The bench was constructed of hay bales, several layers of rebar, and cement. Designed to be of a hearty construction that would last many decades, the bench was intended to serve as the foundation for a future public installation project. Based on staffing changes, funding limitations, and a lack of in-house public art expertise, the project was never completed.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $50,000 $0 $0 $0 $0 $0 $0 $50,000 Internal Labor $0 $5,000 $0 $0 $0 $0 $0 $5,000
Total Project Budget $50,000 $5,000 $0 $0 $0 $0 $0 $55,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2719518 - Public Art Impact
Fee
$45,000 $5,000 $0 $0 $0 $0 $0 $50,000
External - Grants | Other
Agencies
$5,000 $0 $0 $0 $0 $0 $0 $5,000
Total Funding $50,000 $5,000 $0 $0 $0 $0 $0 $55,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
803
Project Justification
At the June 28, 2021, Arts, Culture, and Historic Preservation Commission meeting, the Commission unanimously recommended that the West Sacrament Fire Station 41 Bench Public Art Project be completed using up to $50,000 of Public Art Fund money. The Commission further recommended contracting with Art Consultant Shelly Willis to help complete the public art solicitation, artist selection, fabrication and installation for the Project. In addition to Public Art Fund money, staff applied for, and received, grant funding from the West Sacramento Foundation Infrastructure and Amenities Fund in the amount of $5,000 to contribute towards the Project. Staff recommends moving forward with this long overdue project and using an art consultant to assist with the process. If Council supports the Project, staff will move forward to initiate a contract with Shelly Willis for public art solicitation and artist selection. Pending further Council consideration, staff will prepare a formal contract with the selected artist for the fabrication and installation of the Project.
Consequences of Not Funding
Alternatives Considered
Operation Impact
ATTACHMENT 4
804
Entertainment District Public Safety & Security
CIP-54025
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Entertainment District Public Safety & Security
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | Municipal
New Construction
Contact: Larry Lee
P.M.: Katy Jacobson
Status: Budget Review
City's waterfront areas including Washington, Bridge, Pioneer Bluff Riverfront Districts, Stonelock and Barge Canal, Boat Launch facilities.
Project Location
Project Description
City's waterfront areas including Riverfront Districts, Stonelock and Barge Canal areas are being developed with public in-water features, park and infrastructure amenities as well as private commercial and residential development. These features include amenities for hosting large public events like concerts and farmers markets and in-water facilities for boat docking and launching . Additionally the City is attempting to preserve the Stonelock Facilities for future reuse as a Central park as approved in the Pioneer Bluff/Stonelock and Parks and Recreation Master Plans. State of the art security and surveillance equipment and technology must be deployed to augment police patrols and provide adequate police enforcement, public safety, crowd management and control, asset protection and crime prevention for the City. It is necessary and more cost effective to augment and support Police Department uniformed officers with equipment and tools which can utilize non-sworn positions to support these efforts. The appropriation will fund: 1) a specialized consultant to prepare specifications, locations and essential functions and features for technology investments and acquisition, cost estimates, phasing, staffing protocols and identify connectivity and compatibility specifications; and 2) the first phase of technology acquisition for cameras, drones, monitors and other remote policing technology. The City is experiencing challenges with recruitment and retention of public safety personnel. This investment is intended to reduce the number of sworn officers needed along the waterfront, on boat patrols and during events and address illegal and nuisance activities with less sworn staff.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $150,000 $14,410 $0 $0 $0 $0 $0 $164,410 Professional Services $50,000 $0 $0 $0 $0 $0 $0 $50,000 Total Project Budget $200,000 $14,410 $0 $0 $0 $0 $0 $214,410 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1119110 - Measure N Funds -
Public Safety (Police)
$200,000 $0 $0 $0 $0 $0 $0 $200,000
4059098 - Bridge District
Designated Funding
$0 $14,410 $0 $0 $0 $0 $0 $14,410
Total Funding $200,000 $14,410 $0 $0 $0 $0 $0 $214,410
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Maintenance - Equipment $0 $20,000 $0 $0 $0 $0 $0 $20,000 Total O&M $0 $20,000 $0 $0 $0 $0 $0 $20,000
ATTACHMENT 4
805
Project Justification
The city investment in new amenities and infrastructure and private development occurring in and around the Bridge and Washington Districts, Barge Canal, Broderick Boat Launch and other waterfront areas is transforming primarily waterfront areas in the City to regional destinations for entertainment as well as attracting new residents and businesses. Various year-round special events, the Sutter Health Park ballpark, and attractions like The Barn, Boat Dock, marathons and festivals draw an ever-growing number of visitors. The City needs to assess, identify and invest in the most cost effective and feasible solutions to adequately meet safety and crowd control needs without relying solely on sworn personnel.
Current policing resources are not able to meet recent and emerging public safety needs in these areas and continue to adequately serve the entire City. In the past few months, there have been multiple public safety incidents including a homicide, sideshows, vehicle burglaries, and other miscellaneous crimes, including an attempted sexual assault in December 2019 widely covered by local media. The City will need to add and maintain police officer positions; however this investment will allow the police significant efficiencies and afford the use of civilian positions to support public safety demands. Without this investment, it will be infeasible to expect that the public safety departments can address the needs and protect the City's vision for effectuating a shift to sustainable, mixed use, walkable, sustainable development patterns. These areas have been designated by SACOG and the Council as priority areas for population growth and new residential and commercial development due to their ability to meet sustainability criteria and compete for grants. Recruitment of police officers has been difficult and the City should invest in the tools and equipment to allow the most efficient policing methods to be implemented.
Consequences of Not Funding
If not funded, the Bridge and Washington Districts, both located in the City's prime waterfront area, will likely continue to have an increase in crime, homelessness and nuisance activities making them much less desirable in the market. Development horizons for areas like the Stonelocks facilities, Barge Canal and Pioneer Bluff will be lengthened. The City may fail to attract and retain businesses. This will deter new investment and reduce property values which negatively impacts property tax, transient occupancy tax and sales tax revenues to the General Fund.
Alternatives Considered
The alternative is to create additional sworn positions in the Police Department to staff dedicated patrols for waterfront areas of the City.
O&M costs will be incurred when the equipment is installed. It is premature and not possible to estimate the O&M impacts into the precise technology is identified by the consultant which will be retained by this funding. The source of funds will be Measure N, which was approved by voters in 2018 to fund public safety on an on-going basis. The goal of this CIP is to augment police staff resources with new technologies which implement current best practices that improve officer and public safety for the community.
Operation Impact
ATTACHMENT 4
806
City Hall HVAC Replacement
CIP-54026
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Facilities | General
Replacement
Contact: Heather Brophy
P.M.: Jeramy Chapdelaine
Status: Budget Review
City Hall
Project Location
Project Description
Project entails the replacement of the HVAC system at City Hall. Additional funds of $500,000 are requested to cover anticipated additional costs including HEPA filters and other needs identified during the design phase of the project. This project is eligible under the American Rescue Plan Act (ARPA) Public Health category.
Estimated Start
Fall 2022
CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $1,000,000 $0 $0 $0 $0 $0 $0 $1,000,000 Materials & Supplies $0 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Construction Contract $0 $500,000 $0 $0 $0 $0 $0 $500,000 Total Project Budget $1,000,000 $2,500,000 $0 $0 $0 $0 $0 $3,500,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2189301 - America Rescue
Plan Act (ARPA)
$3,000,000 $500,000 $0 $0 $0 $0 $0 $3,500,000
Total Funding $3,000,000 $500,000 $0 $0 $0 $0 $0 $3,500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
807
Project Justification
The Heating, Ventilation, and Air Conditioning (HVAC) equipment that provides comfort and safe air to the occupants of City Hall is nearing its end of life. With the many advances in HVAC technology, an engineering assessment will provide the City with a solution that includes greener technology, lower energy consumption, increased air quality, and improved occupant comfort. This project is planned to engineer and schedule a replacement of the equipment prior to encountering mechanical and electrical issues that would impair the normal operations of City Hall. This project will also take into consideration the requirements for indoor air quality in regard to airborne contaminants, unwanted odors, and the reduction of the transmission of infectious diseases.
Consequences of Not Funding
The equipment is nearing its end of life and the risk of a system failure increases with each passing year. In the event of a complete system failure, City Hall would not be closed to staff and the public. An unplanned replacement would take several months longer than a planned replacement due to industry-wide supply chain issues. Maintenance costs are also steadily increasing as the equipment continues to age.
Alternatives Considered
Defer replacement and continue current operation of existing equipment.
Normal O/M costs associated with servicing current equipment will be replaced with new equipment. No additional O/M impact.
Operation Impact
ATTACHMENT 4
808
Raley'S Dock Improvements
CIP-62126
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Flood Protection
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
New Construction
Contact: Katie Yancey
P.M.: Katy Jacobson
Status: Budget Review
North of Tower Bridge on the River in front of the Ziggurat building Project Location
Project Description
Rebuild historic river dock for boats
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $2,910,000 $76,737 $0 $0 $0 $0 $0 $2,986,737 Project Budget $2,600,000 $0 $0 $0 $0 $0 $0 $2,600,000
Total Project Budget $5,510,000 $76,737 $0 $0 $0 $0 $0 $5,586,737 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$2,510,000 $76,737 $0 $0 $0 $0 $0 $2,586,737
2119211 - Park Impact Fee $1,500,000 $0 $0 $0 $0 $0 $0 $1,500,000 External - Grants | Federal $1,500,000 $0 $0 $0 $0 $0 $0 $1,500,000 Total Funding $5,510,000 $76,737 $0 $0 $0 $0 $0 $5,586,737 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Consequences of Not Funding
Alternatives Considered
Operation Impact
ATTACHMENT 4
809
Bees Lakes Habitat Restoration Plan and Public Access Improvements CIP-62131
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
Pre-Construction Activities
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
Bees Lakes Area (area located between Village Parkway on the east, S. River Road on the west, Linden Road to the north and Davis Road to the south).
Project Location
Project Description
This is continued work resulting from a planning study to evaluate habitat restoration opportunities in the Bees Lakes area. The study was funded through a Prop 1 grant provided by the Delta Conservancy in the amount of $592,500, which was received in FY 2018/2019. In January 2021, the City Council approved the Bees Lakes Habitat Restoration Plan, 65% Designs and related environmental. Staff has applied for additional grant funding provided by the Delta Conservancy to complete 100% designs, all permitting and construction of the initial phase of public access improvements, including: pedestrian and equestrian trails, a large viewing platform, and installation of educational placards, which will improve public safety, provide environmental education, and create a regional destination for residents and visitors.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $2,742,760 $0 $0 $0 $0 $0 $0 $2,742,760 Professional Services $1,068,942 $0 $0 $0 $0 $0 $0 $1,068,942 Internal Labor $33,000 $100,000 $0 $0 $0 $0 $0 $133,000 Total Project Budget $3,844,702 $100,000 $0 $0 $0 $0 $0 $3,944,702 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | State $3,811,702 $0 $0 $0 $0 $0 $0 $3,811,702 1109531 - Measure E Funds -
Bikes/Peds/Trails
$30,000 $0 $0 $0 $0 $0 $0 $30,000
1079910 - One Time General
Fund
$3,000 $0 $0 $0 $0 $0 $0 $3,000
2119211 - Park Impact Fee $0 $100,000 $0 $0 $0 $0 $0 $100,000 Total Funding $3,844,702 $100,000 $0 $0 $0 $0 $0 $3,944,702 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Maintenance - Structures &
Grounds
$0 $20,000 $0 $0 $0 $0 $0 $20,000
Professional Services $0 $10,000 $0 $0 $0 $0 $0 $10,000 Total O&M $0 $30,000 $0 $0 $0 $0 $0 $30,000
ATTACHMENT 4
810
Project Justification
The Bees Lakes Habitat Restoration Plan and 65% Designs have already been approved by City Council and funded by the Delta Conservancy.
Completion of the designs, permitting and construction of public access improvements are anticipated to be funded with additional funding provided by the Delta Conservancy, estimated at $845,402. A minimal amount of City match funding ($30,000) is needed to comply with the grant requirements. Since the improvements are trail-focused, staff is proposing to use Measure E funds as match funding to cover permit fees, as well as staff costs associated with construction management and plan review costs.
Consequences of Not Funding
Funding was already provided to complete the Habitat Restoration Plan, 65% plans and related environmental work. Not funding this effort would result in a missed opportunity to significantly leverage public funds with grant funds estimated at $845,402 to advance the Bees Lakes Public Access Improvements.
Alternatives Considered
Not accept a grant award in the amount of $845,402 to complete the Bees Lakes Habitat Restoration Plan 100% designs, all required permitting and the initial phase of public access improvements.
Construction of the Bees Lakes Public Access Improvements will result in additional O&M costs related to trash removal, trail maintenance and vegetation management adjacent to the improvements. These additional costs are estimated at $30,000 annually and include adding this site to the goat grazing program. The project is not anticipated to be completed until FY 23/24. More refined estimates of ongoing O&M costs will be developed once the final designs are complete and incorporated into the FY 23/24 and FY 24/25 biennial budget planning process.
Operation Impact
ATTACHMENT 4
811
Heritage Oaks Park Master Plan Implementation
CIP-62134
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
Study/Pre-Design Only
Contact: Erin Rivas
P.M.: Traci Michel
Status: Budget Review
Heritage Oaks Park
Project Location
Project Description
The Heritage Oaks Park Master Plan was completed in December 2021 and used to complete two grant applications for funding improvements:
The Rural Recreation and Tourism Grant Program and the Land and Water Conservation Fund Grant Program. The Land and Water Conservation Grant Program funding was awarded in the amount of $3,000,000 and requires the project be complete by 2025. The City pledged a 50% match to the LWCF funds of $3,000,000 of Park Impact Fee towards the master plan improvements.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $828,750 $0 $0 $0 $0 $0 $0 $828,750 Construction Contract $0 $0 $5,700,000 $0 $0 $0 $0 $5,700,000 Contingency $0 $0 $300,000 $0 $0 $0 $0 $300,000
Total Project Budget $828,750 $0 $6,000,000 $0 $0 $0 $0 $6,828,750 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2119211 - Park Impact Fee $828,750 $0 $3,000,000 $0 $0 $0 $0 $3,828,750 External - Grants | Federal $0 $0 $3,000,000 $0 $0 $0 $0 $3,000,000 Total Funding $828,750 $0 $6,000,000 $0 $0 $0 $0 $6,828,750 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Maintenance - Structures &
Grounds
$0 $0 $0 $90,000 $0 $0 $0 $90,000
Total O&M $0 $0 $0 $90,000 $0 $0 $0 $90,000
Project Justification
The Heritage Oaks Park site is a mostly vacant park site that was accepted by the City over 4 years ago. With the exception of site improvements made by Kletterwald (ropes course, play area, parking lot and concession/restroom building), the residents expect the balance of the park site to be developed and its current status creates a safety liability for the City. The Master Plan for the site was recently completed and two grant applications have been submitted to State Parks that if funded, would cover most, if not all, improvement costs. Completing the design and construction documents positions the City to have a shovel-ready project should grant or other funding become available.
Consequences of Not Funding
Complaints from residents, safety issues if balance of site is open to the public but a portion is not improved and risk of not being able to meet grant performance requirements if grant funding is received.
Alternatives Considered
Delaying the design development of the site. This is not recommended as grant funding is available now and having a complete set of design and construction documents positions the city to successfully implement project improvements when grant or other funding becomes available.
Once park improvements are made, an estimated $90,000 will be needed annually to support ongoing park maintenance activities. This is based on an estimate of $90,000 per acre and 6 acres of improved property.
Operation Impact
ATTACHMENT 4
812
Bryte Park Master Plan Implementation
CIP-62138
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
Modification/Rehabilitation
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
Bryte Park, 425 Todhunter Avenue, West Sacramento
Project Location
Project Description
ADA upgrades at Bryte Park are required to be completed by 2025 per the City's ADA Settlement. Additionally, continued implementation of the Bryte Park Master Plan was identified as a high priority project in the 2019 Parks, Recreation and Open Space Master Plan and as a high priority Management Agenda item in the City's 2019 Strategic Plan. Based on recent proposed refinements to the Bryte Park Master Plan and updated cost estimates to complete the balance of the site improvements, the total project cost is estimated at over $31 million. The improvements proposed include addressing the ADA improvements required, as well as add new recreation features identified in the Bryte Park Master Plan, including: a new all-weather soccer field with lighting; a new dog park; a new restroom to replace the existing restroom on Todhunter; renovation of the existing tennis courts to include lighting and fencing to serve both students and the public; walking paths with age-friendly features located around and within the park site; improved parking along Riverbank Road; and a new community pool. Based on the actual costs of constructing the improvements, a splash pad component may also be considered. The estimated cost for the ADA improvements is $1.8 million, but staff recommends the use of the Riverview Settlement Funds in the amount of $2.6 million for a portion of the improvements, $3 million of Measure N funds, and an additional $3,000,000 in PIF, along with over $6 million in grant funding received from combination of State, Federal, and tribal entities. Staff will continue to seek additional grant funding to fund the balance of the proposed improvements.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $7,980,000 $6,225,000 $0 $0 $0 $0 $0 $14,205,000 Professional Services $720,000 $0 $0 $0 $0 $0 $0 $720,000 Internal Labor $600,000 $0 $0 $0 $0 $0 $0 $600,000
Total Project Budget $9,300,000 $6,225,000 $0 $0 $0 $0 $0 $15,525,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1119375 - Measure N Funds -
Community Investment
$3,000,000 $0 $0 $0 $0 $0 $0 $3,000,000
2549565 - West Riverview
Settlement
$2,600,000 $0 $0 $0 $0 $0 $0 $2,600,000
External - Grants | State $1,500,000 $0 $0 $0 $0 $0 $0 $1,500,000 2189301 - America Rescue
Plan Act (ARPA)
$1,261,088 ($942,267) $0 $0 $0 $0 $0 $318,821
2089910 - General Facilities
Fund
$538,912 $0 $0 $0 $0 $0 $0 $538,912
External - Grants | Other
Agencies
$200,000 $2,475,000 $0 $0 $0 $0 $0 $2,675,000
2119211 - Park Impact Fee $200,000 $0 $3,000,000 $0 $0 $0 $0 $3,200,000 TBD - Unknown $0 $0 $0 $0 $0 $0 $0 $0
1079910 - One Time General
Fund
$0 $942,267 $0 $0 $0 $0 $0 $942,267
External - Grants | Federal $0 $750,000 $0 $0 $0 $0 $0 $750,000 Total Funding $9,300,000 $3,225,000 $3,000,000 $0 $0 $0 $0 $15,525,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total ATTACHMENT 4
813
No Operations & Maintenance Details Provided
Project Justification
Based on existing ADA litigation requirements, improvements must be made to Bryte Park to meet the litigation requirements by 2025.
Additionally, Bryte Park Master Plan implementation was identified as a high priority project in the 2019 Parks, Recreation and Open Space Master Plan and as a high priority Management Agenda item in the City's 2019 Strategic Plan. Staff continues to pursue grant funding to leverage resources and expand the project scope to include additional park improvements that further implement the Bryte Park Master Plan. At this time, funding is being requested to cover the required ADA improvements and the next phase of recreation improvements consistent with the Bryte Park Master Plan.
Consequences of Not Funding
Non-compliance with the Settlement requirements.
Alternatives Considered
Delay constructing recreation amenities until more grant funding is secured. To date, staff has been successful in securing smaller grants to contribute towards the project but only if additional recreation amenities are included in the scope of work. Grant funding received to date could not be applied to the ADA improvements alone.
The planned improvements will require a higher level of park maintenance standards, including maintenance of an all-weather soccer field, additional hardscape and increased utility costs. Staff estimates that future maintenance costs may increase as much as $50,000 to $75,000 per year but will not be needed until the improvements are complete which is estimated in FY 25/26.
Operation Impact
ATTACHMENT 4
814
Southport Levee Recreation Trail Planning and Design
CIP-62147
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Bicycle, Pedestrian & Trail Facilities Pre-Construction Activities
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
Southport Levee Trail, located in Southport adjacent to the Sacramento River.
Project Location
Project Description
The Southport Levee Recreational Trail (SLRT) Planning and Design effort is an opportunity to plan and design 5.6 miles of new Class l Bike Path improvements on the crown of the recently constructed Southport Setback Levee, located along the Sacramento River in West Sacramento. The levee connects downtown Sacramento and developed areas of West Sacramento to the Sacramento River, agricultural areas and the Delta. The Project will provide endless recreational and educational opportunities, promote tourism and increase awareness of the Delta and its unique riparian habitats, associated wildlife, and role in flood protection. Parks staff has applied for grant funding from the Delta Conservancy in the amount of $341,668 which almost fully funds the project. Staff is proposing City match funding in the amount of $35,000 from Measure E funds to cover project management costs, as well as plan review and permit fees. The proposed SLRT Planning and Design effort includes completing all design, permitting and environmental work in order to position the project for construction funding, once available. The project was anticipated as part of the 2019 the Parks, Recreation and Open Space Master Plan, the 2018 Bicycle, Pedestrian and Trails Master Plan, the Southport Sacramento River Early Implementation Project and the City’s General Plan 2035. In preparation for the grant application, staff issued a Request for Proposals for design, planning and permitting services for this project to the City's on-call list of landscape architecture firms. Mark Thomas was selected after a thorough evaluation process and helped to refine the scope of work to be included in the grant application. If grant funding is awarded, staff will bring contracts with both Mark Thomas and the Delta Conservancy to City Council for consideration.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Professional Services $344,123 $0 $0 $0 $0 $0 $0 $344,123 Internal Labor $35,000 $50,000 $0 $0 $0 $0 $0 $85,000
Construction Contract $0 $1,440,000 $0 $0 $0 $0 $0 $1,440,000 Contingency $0 $360,000 $0 $0 $0 $0 $0 $360,000
Total Project Budget $379,123 $1,850,000 $0 $0 $0 $0 $0 $2,229,123 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | State $337,863 $1,800,000 $0 $0 $0 $0 $0 $2,137,863 1109531 - Measure E Funds -
Bikes/Peds/Trails
$41,260 $0 $0 $0 $0 $0 $0 $41,260
2119211 - Park Impact Fee $0 $50,000 $0 $0 $0 $0 $0 $50,000 Total Funding $379,123 $1,850,000 $0 $0 $0 $0 $0 $2,229,123 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
ATTACHMENT 4
815
Project Justification
The Prop 68 Economic and Community Enhancement Grant Program is being offered by the Delta Conservancy to fund a breadth of projects that benefit Delta communities in order to sustain the Delta’s heritage and enhance the unique values of the Delta today. Grant Program priorities include: Recreation and tourism, Historic and cultural preservation and environmental education. Additionally, the Grant Program focuses on increasing public access to recreational opportunities in order to promote a robust Delta economy. In 2017, the City Council approved the Southport Levee Recreation Trail Report which evaluated the feasibility of paving the top of the levee and locating potential trailhead sites to formalize recreation and access opportunities. This study was funded by the Department of Water Resources (DWR). The Report confirmed that constructing a paved bicycle and pedestrian trail along the crown of the levee and adding access ramps would not compromise the integrity of the levee. The Trail Report also identified connections to existing and planned trails in the City, as well as support amenities including trailheads, signage, shade, and seating to provide and encourage public access. This grant funding opportunity helps to leverage local funds to advance this important project.
Consequences of Not Funding
Missed opportunity to receive grant funding to complete the planning, design and permitting of the Southport Levee Recreation Trail improvements.
Alternatives Considered
The City could elect to not receive grant funds if awarded.
There are not O&M impacts at this time. The project is a planning effort, but at such time the project is constructed, there will be ongoing maintenance costs for the City.
Operation Impact
ATTACHMENT 4
816
Bridgeway Lakes Boathouse Tower Repairs
CIP-62151
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
Modification/Rehabilitation
Contact: Erin Rivas
P.M.: Connie Leek
Status: Budget Review
Bridgeway Lakes Boathouse, 3650 Southport Parkway, West Sacramento, CA 95691 Project Location
Project Description
This project requests funding to modify the Bridgeway Lakes Boathouse tower structure for easier maintenance and to deter nesting birds. Over the past several years, the tower structure at the Boathouse has become an attractive nesting location for birds, creating challenges with routine maintenance and cleaning activities. This is problematic as the Boathouse is a popular venue for special events and rentals. The inability to fully clean the tower and patio results in a less attractive venue for events and a potential health and safety issue for Camp Lakeside students.
Temporary netting was installed to discourage birds from nesting and leaving droppings on the patio, but the netting makes it difficult to clean the interior of the tower, resulting in increased spiderwebs, bugs and dirt. A false ceiling needs to be constructed within the tower to prevent bird nesting and difficult to reach areas for cleaning/cobweb and bug removal.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $45,000 $25,000 $0 $0 $0 $0 $0 $70,000 Internal Labor $5,000 $0 $0 $0 $0 $0 $0 $5,000
Total Project Budget $50,000 $25,000 $0 $0 $0 $0 $0 $75,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$50,000 $25,000 $0 $0 $0 $0 $0 $75,000
Total Funding $50,000 $25,000 $0 $0 $0 $0 $0 $75,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Bridgeway Lakes Boathouse is used for a variety of programs and special events for the community, including functioning as a popular outdoor wedding venue. The facility has a large, centrally located tower structure, the interior of which is lined with stucco texturing. This texture attracts dirt, spiders, cobwebs and bugs. Birds nest in the tower and their nest materials, eggs and droppings fall on event attendees and students below.
Parks staff has installed netting as a preventative measure, but it is neither attractive or effective. A more permanent solution is desired to support ongoing programing and special events/rentals, which generate revenue to support ongoing maintenance activities.
Consequences of Not Funding
The Bridgeway Lakes Boathouse tower structure will continue to deteriorate and create potential health and safety issues for students and special event patrons. If not addressed, this issue could impact future rentals and result in lost revenue.
Alternatives Considered
Delay improvements or consider a less expensive alternative solution. Staff has explored other temporary solutions, but they have not been successful in addressing all issues. Consulting with a designer may result in other options that are less expensive.
There are no anticipated O&M impacts with this action. Improvements to the Bridgeway Lakes Boathouse tower structure are anticipated to reduce maintenance costs as significant staff time is currently required to clean and monitor the tower structure, due to nesting birds, dirt, spider and cobweb accumulation.
Operation Impact
ATTACHMENT 4
817
Westacre Park Renovation and Expansion Project
CIP-62155
Parks & Recreation
City of West Sacramento | General (Fund 400)
Parks and Open Space Master Plan: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Parks and Recreation | Park Improvements
New Construction
Contact: Erin Rivas
P.M.: Erin Rivas
Status: Budget Review
1755 Evergreen Street, West Sacramento, CA
Project Location
Project Description
Westacre Park is also owned by WUSD but improved and maintained by the City. The existing park amenities include a dated skate park, basketball court, play structure without shade and turf areas used for soccer and other sports (Attachment 2). As part of its facility and budget planning effort, WUSD has offered additional property located immediately adjacent to the park site for a potential park expansion. The additional parcel includes a parking area, as well as empty warehouse buildings that have contributed to safety and access challenges. The grant application for this site would include exploring the demolition of the existing warehouse buildings and an expansion of the park to accommodate a renovated skate park and basketball courts, a shade structure for the play area, a walking loop, on-site parking, a restroom building to support athletic field use and any other improvements identified through the community engagement process.
Estimated Start
Fall 2022
CIP Status
New PA&ED/Design
CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $6,914,350 $0 $0 $0 $0 $0 $0 $6,914,350 Professional Services $564,737 $0 $0 $0 $0 $0 $0 $564,737 Contingency $363,913 $0 $0 $0 $0 $0 $0 $363,913
Internal Labor $0 $400,000 $0 $0 $0 $0 $0 $400,000
Total Project Budget $7,843,000 $400,000 $0 $0 $0 $0 $0 $8,243,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | State $7,843,000 $0 $0 $0 $0 $0 $0 $7,843,000 2119211 - Park Impact Fee $0 $400,000 $0 $0 $0 $0 $0 $400,000 Total Funding $7,843,000 $400,000 $0 $0 $0 $0 $0 $8,243,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This site was identified in the PROS Master Plan as needing significant upgrades over the next five years to support extended recreation activity.
Submitting this grant application for the Westacre Park Project aligns with the City’s 2019 Strategic Plan Management Agenda High Priority, “Parks, Recreation and Open Space Master Plan Implementation,” and the City Strategic Plan goal to make “West Sacramento: Preferred place to live, work, learn and play.” The application further supports the City ‘s mission statement, “to provide Quality Municipal Services, Quality City Infrastructure and Facilities, and to Inspire Community Improvements that add value to the lives of our residents.” Consequences of Not Funding
Not funding this project would leave 7.843 million dollars of grant funding on the table, and would cause the park to continue to be subject to vandalism, transient activity, and crime.
Alternatives Considered
The project could be funded with only grant funding, but then the park improvements would need to be reduced in scale and complexity.
Operation Impact
ATTACHMENT 4
818
MEASURE K BASE ALLOCATIONS
REVENUES & DISBURSEMENTS
The following table provides the Measure K revenues and expenditures by category since inception, projected through June 30, 2023, along with the proposed appropriations for the next two fiscal years by category.
CUMULATIVE
BASE
APPROPRIATIONS
CUMULATIVE
BASE
ACTUALS
CUMULATIVE
PERCENTAGE
OF REVENUES
PROPOSED
BUDGET
CUMULATIVE
PERCENTAGE
OF REVENUES
PROPOSED
BUDGET
CUMULATIVE
PERCENTAGE
OF REVENUES
FUND BALANCE AT 7/1 $ - $ 5,577,169 $ 4,880,372
BASE REVENUES 2,500,000 59,948,313 62,441,488 5,257,468 5,402,066
BASE EXPENDITURES
Water/Refuse/Lighting and Landscaping Rate Reduction
30% 14,176,381 13,653,529
27% 1,031,239 28% 1,080,801 29%
Road Maintenance and Street Sweeping 30% 17,509,656 12,260,874 25% 1,218,092 26% 1,231,507 27% West Sacramento Library 15% 13,123,760 3,625,295 7% 300,692 7% 300,711 8% Fire and Police Protection Enhancement 15% 17,491,004 16,493,404 33% 1,686,599 35% 1,765,073 36% Afterschool and other Childcare Programs/
Park Safety and Enhancement
10%
17,780,965 10,379,989
21%
1,697,643 23% 1,534,026 25%
Other - Leave payouts and professional services 0% 12,015,167 448,991 1% 20,000 1% - 1% TOTAL BASE EXPENDITURES 90% $ 92,096,933 $ 56,862,082 114% $ 5,954,265 120% $ 5,912,118 125% TOTAL SURPLUS/(DEFICIT) $ 5,579,406 $ (696,797) $ (510,052) FUND BALANCE AT 6/30
Reserved for future operations and maintenance of a
streetcar or other related transit solution
10% 3,613,000 $ 3,838,000 8% $ 3,838,000 7% $ 3,838,000 7% Unrestricted $ 1,739,169 $ 1,042,372 $ 532,320
TOTAL FUND BALANCE 100% $ 5,577,169 $ 4,880,372 $ 4,370,320 FY 2023/24 FY 2024/25
MEASURE J
RESOLUTION 02-58
TARGET
PERCENTAGE
Inception-to-date
as of 06/30/2023
(Estimated)
ATTACHMENT 5
819
MEASURE K LONG-TERM MODEL
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 FY 2029/30 FY 2030/31 FY 2031/32 FY 2032/33 Projection Proposed Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast BEGINNING BALANCE @ 7/1 $ 5,534,508 $ 5,579,406 $ 4,882,609 $ 4,372,557 $ 4,573,701 $ 4,789,880 $ 5,021,544 $ 5,269,158 $ 5,533,201 $ 5,814,165 $ 6,112,557
MEASURE K REVENUES
Transaction & Use Tax 5,184,880 5,257,468 5,402,066 5,564,128 5,731,052 5,902,983 6,080,073 6,262,475 6,450,349 6,643,860 6,843,176 Other Revenues 66,000 - - - - - - - - - -
TOTAL MEASURE K REVENUES 5,250,880 5,257,468 5,402,066 5,564,128 5,731,052 5,902,983 6,080,073 6,262,475 6,450,349 6,643,860 6,843,176
MEASURE K EXPENDITURES
Water/Refuse/Lighting and Landscaping Rate Reduction 30% 750,000 984,037 1,031,239 1,080,801 1,113,225 1,146,622 1,181,020 1,216,451 1,252,945 1,290,533 1,329,249 1,369,126 Road Maintenance and Street Sweeping 30% 750,000 992,783 1,218,092 1,231,507 753,452 776,056 799,337 823,318 848,017 873,458 899,661 926,651 West Sacramento Library 15% 375,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Fire and Police Protection Enhancement 15% 375,000 1,333,950 1,686,599 1,765,073 1,818,025 1,872,566 1,928,743 1,986,605 2,046,203 2,107,589 2,170,817 2,235,942 Light Rail/Street Car Operations 10% 250,000 - - - - - - - - - - - Afterschool &Childcare Programs/Park Safety Enhancement 10% 250,000 1,595,039 1,697,643 1,534,026 1,377,549 1,418,875 1,461,442 1,505,285 1,550,443 1,596,957 1,644,865 1,694,211 Other 0% - 173 20,692 711 732 754 777 800 824 849 874 901 TOTAL MEASURE K EXPENDITURES 100% 2,500,000 5,205,982 5,954,265 5,912,118 5,362,984 5,514,873 5,671,319 5,832,459 5,998,433 6,169,386 6,345,467 6,526,831 Ongoing 4,483,982 5,067,899 5,215,518 5,362,984 5,514,873 5,671,319 5,832,459 5,998,433 6,169,386 6,345,467 6,526,831 One-Time - 722,000 886,366 696,600 - - - - - - - -
SURPLUS (DEFICIT) 44,897 (696,797) (510,052) 201,144 216,179 231,664 247,614 264,042 280,964 298,393 316,344 Ongoing 766,897 189,569 186,548 201,144 216,179 231,664 247,614 264,042 280,964 298,393 316,344 One-Time - (722,000) (886,366) (696,600) - - - - - - - - MEASURE K FUND BALANCE AT 6/30 $ 5,579,406 $ 4,882,609 $ 4,372,557 $ 4,573,701 $ 4,789,880 $ 5,021,544 $ 5,269,158 $ 5,533,201 $ 5,814,165 $ 6,112,557 $ 6,428,902 Reserved for future Transit O&M (ie: Streetcar) 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 3,838,000 Unrestricted 1,741,406 1,044,609 534,557 735,701 951,880 1,183,544 1,431,158 1,695,201 1,976,165 2,274,557 2,590,902
FUNDING
TARGET
%
FUNDING
TARGET $
ATTACHMENT 5
820
Measure K Fund 108
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 transaction and use tax (TUT). One-quarter (1/4) cent of that City-wide TUT has no expiration date. The other one-quarter (1/4) cent originally had a ten-year life but was extended by the voters as Measure V for another twenty years. The Measure K sales tax is a general tax, and the City Council may appropriate the revenue that it produces for any purpose. However, 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, after-school programs, childcare and senior facilities, expanded police and fire protection, and reduction in utility bills and property tax assessments.” Measure K is anticipated to generate $62.4M from inception through June 30, 2023, $5.3M in FY 2023/24 and $5.4M in FY 2024/25. Proposed ongoing operations and maintenance program requests and new decision package and CIP requests are categorized below within each program summary. It is important to note that some of the programs have requested appropriations over the annual target amount. For those requests, use of Measure K fund balance is requested to cover one-time appropriations in line with the advisory measure eligible expenditures.
BUDGET BY CATEGORY
Water/Refuse/Lighting and Landscaping Rate Reduction
This allocation allows use of base allocation revenue up to 30% to be used to eliminate the annual Lighting District assessment paid by homeowners and other property owners, and to make an equivalent reduction in Mello-Roos assessments for properties outside of the Lighting Districts and to reduce water rates. Below is a list of proposed ongoing operations and maintenance requests for this funding category:
West Sacramento Library
This allocation allows use of base allocation revenue up to 15% to be used for a new, expanded West Sacramento Library. Last year, the City Council approved an increase to the annual contribution to the library from $250,000 to $300,000 annually. Below is a list of proposed ongoing operations and maintenance requests for this funding category:
Proposed Proposed
FY 2023/24 FY 2024/25
1 Water Rate Reduction
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. This subsidy has been
reduced in recent years with the implementation of
metered rates across the City. The remaining
appropriation covers the subsidy for remaining flat rate water customers.
$ 40,000 $ 40,000
1 Lighting and Landscape Funding to subsidize the Lighting and Landscape District #1 $ 991,239 $ 1,040,801
Total Proposed O&M Appropriations $ 1,031,239 $ 1,080,801 TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 1,031,239 $ 1,080,801 # Item Description
PROPOSED APPROPRIATIONS
Proposed Proposed
FY 2023/24 FY 2024/25
1 West Sacramento Library
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.
$ 300,000 $ 300,000
2 General Support Allocation Increased related to proposed general support charges $ 692 $ 711 Total Proposed O&M Appropriations $ 300,692 $ 300,711
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 300,692 $ 300,711 # Item Description
PROPOSED APPROPRIATIONS
ATTACHMENT 5
821
Road Maintenance and Street Sweeping
This allocation allows use of base allocation revenue up to 30% to be used for road maintenance and street sweeping. Below is a list of proposed ongoing operations and maintenance requests and new capital improvement project requests for this funding category:
Enhancement of Police and Fire Protection Services
This allocation allows use of base allocation revenue up to 15% to be used for enhancement of fire and police protection. Below is a list of proposed ongoing operations and maintenance requests and a new decision package request for this funding category:
Light Rail/Streetcar Operations
This allocation allows use of base allocation revenue up to 10% to be used for an extension of regional light rail to serve West Sacramento. There are no requests under this category as the annual set-aside has shifted to Measure V starting in FY 2021/22.
Proposed Proposed
FY 2023/24 FY 2024/25
1 Street Sweeping
Maintenance
Funding for a new street sweeper operator, broom
sweeper and implementation of bimonthly residential
street sweeping, doubling the previous frequency.
$ 166,173 $ 168,803
2 Road Maintenance
Funding for two senior maintenance workers and one
chief maintenance worker and minor pothole and
surface crack repairs and small slurry seal projects.
$ 396,886 $ 403,913
3 General Support Allocation Increased related to proposed general support charges $ 154,240 $ 157,998 Total Proposed O&M Appropriations $ 717,300 $ 730,715
DP-00443 Cell Phone Stipend Funding to increase the monthly cell phone stipend from $91 to $124 $ 792 $ 792
Total Proposed Decision Packages $ 792 $ 792
CIP-17025 On-Call Arterial Street
Pavement Repair
On-call construction contract for the maintenance and
repair of pavement on arterial streets for major potholes or series of potholes.
$ 250,000 $ 250,000
CIP-17022 On-Call Striping Program
The City has numerous locations where the striping has
faded to a point that it is difficult to see. An on-call striping program and contract will address the locations in the City where striping is in the worst condition.
$ 250,000 $ 250,000
Total Proposed CIP Requests $ 500,000 $ 500,000
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 1,218,092 $ 1,231,507
PROPOSED APPROPRIATIONS
# Item Description
Proposed Proposed
FY 2023/24 FY 2024/25
1 Police Operations
Expansion of the Police and Code Enforcement
resources dedicated to the West Capitol Avenue
Corridor by adding 1 police officer and 2 police
sergeants to create the Problem Oriented Policing
Team (POP Team).
$ 896,504 $ 952,857
2 Code Enforcement
Operations
Expansion of the Police and Code Enforcement
resources dedicated to the West Capitol Avenue
Corridor by adding 1 code enforcement officer to create the Problem Oriented Policing Team (POP Team).
$ 116,463 $ 121,030
3 Fire Operations
Enhancement of fire operations by the addition of 2
firefighters assigned to a fire truck on two out of the three shifts. With the truck fully staffed, it is stationed at Station 45 and able to respond to medical aid calls,
structure fires, vehicle accidents, etc.
$ 445,197 $ 454,999
4 General Support Allocation Increased related to proposed general support charges $ 228,434 $ 236,187 Total Proposed O&M Appropriations $ 1,686,599 $ 1,765,073 TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 1,686,599 $ 1,765,073 # Item Description
PROPOSED APPROPRIATIONS
ATTACHMENT 5
822
Afterschool and other Childcare Programs/Park Safety and Enhancement This allocation allows use of base allocation revenue up to 10% to be used for afterschool programs, childcare, park safety, and enhancement of other parks and recreation services. Below is a list of proposed ongoing operations and maintenance requests and new capital improvement project requests for this funding category:
Other Requests
This allocation was not included in Resolution 02-58 but includes required charges included in the administration of Measure K. Below is a list of proposed ongoing operations and maintenance requests for this funding category:
Proposed Proposed
FY 2023/24 FY 2024/25
1 Afterschool and other
Childcare Programs
Funding to expand existing community service
programs, KIDS, Teen Camp, Teen Heros, the
Recreation Center Afterschool Program, and annual
recreation center lease payments.
$ 1,152,628 $ 1,151,882
2 General Support Allocation Increased related to proposed general support charges $ 13,242 $ 13,495 Total Proposed O&M Appropriations $ 1,165,870 $ 1,165,377 DP-00435 Parks Operations
Maintenance Equipment
Purchase of 12 essential pieces of equipment needed to
increase the safey and conditions of parks and athletic fields, along with improving staff safety, efficiency, and sustainability.
$ 327,166 $ -
DP-00439
New Position Request -
Recreation Coordinator
(Athletics & Special Events)
Funding for a new recreation coordinator that will
support the youth and teen (5-17) athletic programs,
park rentals, and special events.
$ 44,000 $ 46,200
DP-00494 Recreation Center Utility &
Facility Position Funding
Funding for the WUSD solar buy-in agreement costs
and the Recreation Center facility service works
previously funded by the General Fund
$ 113,133 $ 117,578
DP-00505
Increase bandwith at
Bridgeway Lakes Boathouse
Facility
Funding to increase bandwidth at Bridgeway Lakes
Boathouse facility to successfully accommodate the
new security camera and intrusion systems.
$ 8,274 $ 8,271
Total Proposed Decision Packages $ 492,573 $ 172,049
CIP-01261
Recreation Center Access
Controls System Upgrade
Project
Funding to replace the original 2009 card/push button
security system at the Recreation Center with a new
card-based system used at other City facilitities.
$ 39,200 $ -
CIP-01221 Westmore Oaks Playfield
Improvement Project
Funding for playfield improvements, drinking fountains
and improved fending at the Westmore Oaks Playfield. $ - $ 196,600 Total Proposed CIP Requests $ 39,200 $ 196,600
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 1,697,643 $ 1,534,026
PROPOSED APPROPRIATIONS
# Item Description
Proposed Proposed
FY 2023/24 FY 2024/25
DP-00471
Yolo County Office of
Education Roadmap to the
Future
Funding for the Roadmap to the Future which is a longterm plan to help effectively coordinate the services, supports, and opportunities children, youth, and families in Yolo County need to thrive, as well as establish a
shared framework to ensure their healthy development.
$ 20,000 $ -
Total Proposed Decision Packages $ 20,000 $ -
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 20,000 $ -
# Item Description
PROPOSED APPROPRIATIONS
ATTACHMENT 5
823
On-Call Arterial Street Pavement Repair
CIP-17025
Public Works
City of West Sacramento | General (Fund 400)
Pavement Management Program: Implementation
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Citywide
Project Location
Project Description
The purpose of this project is to have an on-call construction contract to assist the Public Works O&M Department in the maintenance and repair of pavement on arterial streets that has failed beyond the ability of the Public Works O&M Department staff to perform the repairs (major potholes or series of potholes).
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $460,000 $225,000 $225,000 $225,000 $225,000 $225,000 $0 $1,585,000 Internal Labor $40,000 $25,000 $25,000 $25,000 $25,000 $25,000 $0 $165,000 Total Project Budget $500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,750,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$500,000 $0 $0 $0 $0 $0 $0 $500,000
1089211 - Measure K Funds -
Roads
$0 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,250,000 Total Funding $500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,750,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This is an issue that has continually plagued the City and specifically the Public Works O&M Department. With a significant amount of deferred maintenance on streets throughout the City, many arterial streets are experiencing the result of that deferred maintenance...significant cracking and potholes. The City receives many calls and complaints on "Public Stuff" in regard to these areas of pavement failure. Unfortunately the Public Works O&M Department is quite often not able to adequately respond to these situations because of inadequate staffing and funding. This project will provide a way to address these specific issues.
Consequences of Not Funding
Continued deferred maintenance leading to more citizen complaints and increased costs to deal with the issue in the future.
Alternatives Considered
Doing nothing.
This project deals specifically with O&M work as a result of deferred maintenance.
Operation Impact
ATTACHMENT 5
824
Measure K Analysis for Proposed CIP-17025: On-Call Arterial Street Pavement Repair Project Description
The purpose of this project is to have an on-call construction contract to assist the Public Works O&M Department in the maintenance and repair of pavement on arterial streets that has failed beyond the ability of the Public Works O&M Department staff to perform the repairs (major potholes or series of potholes). Specific construction would include pavement dig-out, reconstruction of base material, repaving, restriping, and provision of shoulder backing where required.
Policy Context
This project effectuates the “Repair and Maintenance of City Streets” component of Measure K. “Repair and Maintenance of City Streets” has been identified to the City Council as one of the Measure K primary purposes. Further, this project implements a Top Priority of the 2019 Management Agenda: “Pavement Management Program Implementation.”
Supplementary Funds
N/A
Staff Costs
The proposed Measure K expenditure will cover any City staff costs as necessary for implementation of the project. These would generally include preliminary and final engineering, development of bid documents and advertising of the project, inspection, construction engineering, overall project management, and associated administrative costs.
Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:
1. Improving the safety of motorists using key arterial streets throughout the City by reconstructing pavement sections that had failed.
2. Measurably reducing the number of citizen complaints associated with the failed pavement locations.
Theory of Change
Staff’s recommended action is based on the premise that if the City does not take action to reconstruct these failed pavement locations that:
1. Accidents may increase at the specific locations.
2. The costs to reconstruct these locations of failed pavement will continue to increase at an exponential rate
3. The costs associated with citizen claims for damage to their vehicles as a result of the failed pavement sections may increase.
4. Citizen complaints will continue to increase if these failed pavement sections are not positively addressed.
5. Staff will be ignoring the City Council’s Management Agenda associated with implementation of a Pavement Management Program.
Project Budget
Total cost of the proposed expenditure is $250,000, which is proposed to be funded fully through Measure K funds:
ATTACHMENT 5
825
Use of Funds Source of Funds Total Measure E
Preliminary Engineering (15%) $37,500 $37,500
Construction Contract $187,500 $187,500
Inspection & Construction
Engineering (10%)
$25,000 $25,000
Total $250,000 $250,000
Performance Metrics
The effectiveness of the above-referenced work will be measured in the following ways:
1. By measuring the Pavement Condition Index (PMI) in the next update of the Pavement Management System (PMS) update.
2. By tracking the number of accidents at the specific locations of reconstructed pavement and comparing those number against the number of accidents prior to the pavement reconstruction
3. By tracking the number of citizen complaints associated with the specific locations of reconstructed pavement and comparing those number against the number of citizen complaints prior to the pavement reconstruction
ATTACHMENT 5
826
On-Call Striping Program
CIP-17022
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:
Department:
Category:
Purpose:
Strategic Plan:
Transportation | Traffic Operations & Safety Improvements Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:
Citywide
Project Location
Project Description
The City has numerous locations where the striping has faded to a point that it is difficult to see. In order to improve safety throughout the City, an annual on-call striping program and contract will address the locations in the City where striping is in the worst condition.
Estimated Start CIP Status CIP Phase
Financial Information
Project Budget Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Construction Contract $600,000 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,600,000 Internal Labor $150,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $400,000 Total Project Budget $750,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $2,000,000 Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$500,000 $0 $0 $0 $0 $0 $0 $500,000
1089211 - Measure K Funds -
Roads
$250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $1,500,000 Total Funding $750,000 $250,000 $250,000 $250,000 $250,000 $250,000 $0 $2,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The City has numerous locations where the striping has faded to a point that it is difficult to see. In order to improve safety throughout the City, an annual on-call striping program and contract is needed to address the locations in the City where striping is in the worst condition. Illegible striping could be cited as a contributing factor in vehicular lawsuits against the City.
Consequences of Not Funding
Striping will continue to deteriorate throughout the City and the worst locations will not be re-striped.
Alternatives Considered
1) Having Public Works road maintenance crews do this work. They are unable to do so with their limited number of staff and funding devoted to roads.
This project is O&M for striping throughout the City. The PW O&M staff are not able to perform this type of maintenance based on current staffing and funding levels.
Operation Impact
ATTACHMENT 5
827
Measure K Analysis for Proposed CIP-17022:
On-Call Pavement Striping Program
Project Description
The City has numerous locations where pavement striping has faded to the extent that it is difficult to see.
In order to improve safety throughout the City and allow City police to enforce traffic regulations, this oncall pavement striping program/project would address the locations in the City where pavement striping is in the worst condition.
Policy Context
This project effectuates the “Repair and Maintenance of City Streets” component of Measure K. “Repair and Maintenance of City Streets” has been identified to the City Council as one of the primary purposes of Measure K. Further, this project is associated with a Top Priority of the 2019 Management Agenda:
“Pavement Management Program Implementation.”
Supplementary Funds
N/A
Staff Costs
The proposed Measure K expenditures would cover any City staff costs as necessary for implementation of the project. These would generally include preliminary and final engineering, development of bid documents and advertising of the project, inspection, construction engineering, overall project management, and associated administrative costs.
Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:
1. Citizens will be able to see new pavement striping in key locations throughout the City, thereby improving safety and the ability of City police to enforce traffic regulations associated with the pavement striping.
2. Measurably reducing the number of citizen complaints associated with poor and failed pavement striping locations.
Theory of Change
Staff’s recommended action is based on the premise that if the City does not take action to update the pavement striping throughout the City that:
1. Vehicle accidents will increase as pavement striping continues to deteriorate throughout the City.
2. Citizen complaints will continue to increase if they are unable to see pavement striping.
3. City police will be unable to enforce traffic regulations associated with pavement striping.
4. Staff will be ignoring the City Council’s Management Agenda associated with implementation of a Pavement Management Program.
Project Budget
Total cost of the proposed expenditure is $250,000, which is proposed to be funded fully through Measure K:
ATTACHMENT 5
828
Use of Funds Source of Funds Total Measure K
Preliminary Engineering (15%) $37,500 $37,500
Construction Contract $187,500 $187,500
Inspection & Construction
Engineering (10%)
$25,000 $25,000
Total $250,000 $250,000
Performance Metrics
The effectiveness of the above-referenced work will be measured in the following ways:
1. By tracking the number of accidents in locations with clear pavement striping compared to the number of accidents attributable to the lack of clear pavement striping.
2. By tracking the ability of police to enforce traffic regulations in locations of clear pavement striping compared to those locations without clear pavement striping.
3. By tracking the number of citizen complaints associated with specific locations without clear pavement striping compared to the number of citizen complaints after pavement striping has been updated.
ATTACHMENT 5
829
Budget Decision Package
$542,224.47
$0.00
$542,224.47
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00435
Status: Budget Review
Title: Parks Operations Maintenance Equipment
Department: Parks & Recreation Priority: 1
Contact: Michelle Deleon Phone: (916) 617-4622
Mandatory: No
Section 1 - General Information
Strategic Plan:
Parks and Open Space Master Plan: Implementation
Description:
Project Type:
One Time Expenditure
Since 2008, the City's Parks and Trails system has grown significantly (increase of 54 acres of Park-maintained property, 12 miles of new trails, 46,000 sq. ft. of new building facilities and 14 new public art installations). Additionally, some of the City’s oldest and most heavily programmed park sites need more extensive maintenance work and/or have site constraints that require specialty equipment. In an effort to increase the safety and conditions of City parks and athletic fields, along with greatly improving staff safety, efficiency and sustainability, there is an immediate need to purchase the following pieces of equipment.
High Priority/Most Urgent:
1. Compact Front End Loader – As our parks, trails, and open spaces continue to grow, along with the increase in homeless encampment cleanup, there is an immediate need for equipment that can safely and efficiently manage the daily operations such as moving large and heavy equipment/objects, transporting supplies/materials, repair of large park elements, project work, etc. Currently all cleanups are performed by hand, which is an immediate safety risk and is also extremely inefficient. We estimate that the loader will be used 80% of the time for homeless encampment cleanup and 20% on other park projects. The cost of this item is estimated at $185,222.25 with 80% funded by Measure E and 20% by Measure K.
2. Tree/Woodchipper – The City’s woodchipper is not meeting the emergency response needs of both Parks Operations and Public Works. The current chipper is past its usable lifespan, and repairs and the resulting downtime greatly impact storm response and the safety of the community. The new chipper will be of greater capacity, meet new emissions and safety control standards, and be used weekly throughout the year in parks, trails, and open spaces for normal maintenance. The estimated cost of this item is $94,660.27 funded by Measure K.
Medium Priority/Urgent:
1. Compact Excavator – Currently Irrigation repairs are performed by hand digging. Irrigation repairs can be as deep as five feet in extremely poor and heavy soils, and when done by hand are not only inefficient but also put staff members at a greater risk for workplace injuries (falls, strains, heat illness, etc.). In a recent test with a piece of rental equipment, we were able to take a 5-day handwork repair (with 2 staff members) and shorten it to just 4 hours (with 2 staff members). This piece of equipment would also be used regularly by our Measure E Homeless Encampment Cleanup Team, to improve their efficiency in large and hard to reach areas, while also reducing the extremely high safety risk of doing all cleanups by hand. We anticipate the use of this machine to be 50% for Measure E and 50% for various park projects. The cost of this item is estimated at $75,384.22 with 50% funded by Measure E and 50% by Measure K.
2. Electric Utility Carts – Parks Operations existing utility carts are aging beyond an acceptable lifespan and require numerous repairs, leading to excessive amounts of downtime impacting daily operations. California regulations require public agencies to transition from gas to 100% electric powered small mowers/equipment within the next 5 years. It is critical that we begin this transition now as waiting until the end of the grace period will likely result in failure, due to improper time for real world use data and planning. The estimated cost of this item is $39,551.78 funded by Measure K.