West Sacramento City Council
May 17, 2023

ATTACHMENT 5
830

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 5
831
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 5
832
Measure K Analysis
Park Maintenance Equipment
Project Description
The requested expenditure is to provide funding for essential park maintenance equipment that will help improve the overall condition of parks citywide, as well as safety for Park Operations staff while performing routine park maintenance of our parks.

Policy Context
Since 2008, the City's Parks and Recreation system has grown significantly (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). Additionally, some of the City’s oldest and most heavily programmed park sites are in need of more extensive maintenance work and/or have site constraints that require specialty equipment to adhere to safety standards for employees. These combined situations have resulted in more strain on existing equipment and a need for additional equipment. In an effort to increase the safety and condition of our athletic fields, parks, and routine maintenance practices, staff is requesting one-time funding from Measure K to purchase the following pieces of equipment:

1. Electric Utility Carts – Currently Parks Operations existing utility carts are aging beyond an acceptable lifespan, and the hours put on them for daily use are leading to numerous repairs, which leads to an excessive amount of downtime impacting daily operations. These carts are used daily on athletic fields and trails for work included, but not limited to trash/litter control, pesticide spraying, hauling staff and materials, etc. The existing carts are also gasoline powered units and the new ones will be lithium electric powered vehicles. This will help to lower our emissions, while also beginning the conversion of our fleet to correspond with California regulations.

2. Electric Zero Turn Mowers – Parks Operations does not have mowers small enough to efficiently manage small parks, fields, and trails. These mowers will be used daily on numerous parks and areas that are currently hand mowed or line trimmed, which will greatly improve our overall efficiencies, leading to more area that can be maintained in a shorter time, and providing a safer environment for all park users. Along the same lines as the Electric Utility Carts outlined above, these mowers will also be lithium electric powered equipment, and will be the starting point of transitioning our mowers from gas/diesel units to electric. Starting the transition of small mowers/equipment immediately is crucial to our operations being able to handle state requirements in the next 5 years (for this sized equipment) for all small power equipment to be 100% electric. Waiting until the end of the grace period will likely result in failure, due to improper time for real world use data and planning.

3. Fertilizer Spreader - Parks Operations currently only has one small fertilizer spreader for applications on all city parks. This small spreader makes all applications timely as it can only hold 5-8 bags at the most, and some larger parks can take as many as 80-120 per application. 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. These analysis’s also show how the lack of nutrient balancing through fertilizer/ amendment applications over past years has led to the need for an increased application rate/frequency. The new spreader would hold 30-40 bags, resulting in greatly improving efficiency and ability to apply beneficial nutrients and amendments on the basis that they should be.

ATTACHMENT 5
833
Measure K Analysis
Park Maintenance Equipment

4. Athletic Field/Small Parks Hand Mowers - The existing hand mowers that the department uses on athletic infields and small parks have aged beyond their useful lifespan, and the cost for their maintenance and repair far outweigh their value. New more rugged hand mowers will better handle our daily use, leading to a far greater lifespan than that of our existing hand mowers, while also greatly improving the quality of cut and overall conditions/health of the areas that they are used.

5. 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 work and operations of Parks Operations. There are many daily tasks in parks, trails, and open spaces that far exceeds the capacity and safety of our loan tractor. Some of this work is moving large and heavy equipment/objects, transporting supplies/materials, repair of large park elements, project work, etc. This piece of equipment will also be used daily for homeless encampment cleanup. Currently all cleanups are performed by hand, which is an immediate safety risk and is also extremely inefficient. On both a parks side and homeless encampment side, this will help to reduce labor, which will help to adjust labor and staffing to where it is more needed.

6. Compact Excavator - Due to a lack of proper equipment, all irrigation repairs are performed by hand digging. This works sufficiently for small repairs and maintenance, but large main line repairs are extremely burdensome to the department. These figs 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 alone shows the immediate need for this piece of equipment. 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 (as is done currently).

7. Tree/Wood Chipper - As evidenced through the multiple New Year’s storms and resulting storm damage and cleanup, The City’s single woodchipper is not meeting the emergency response needs of both Parks Operations and Public Works. This lone chipper is shared between The Public Works Department and Parks Operations, and it cannot efficiently handle the response and work needs of storms like we have experienced. This chipper is also past it 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, ATTACHMENT 5
834
Measure K Analysis
Park Maintenance Equipment
and be used weekly throughout the year in parks, trails, and open spaces for normal maintenance.

8. Robot Paint Machine - As our city athletic programs an 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 around 3-4 hours to complete. This robot paint machine will also allow us to rotate fields on a regular basis without having to remeasure everything from scratch, will reduce traffic/wear areas, resulting in safer and more playable fields with less downtime for maintenance and/or renovations.

Supplementary Funds
Measure K funding in the amount of $532,915.39 is being requested to fully fund the one-time expense of purchasing the equipment listed above. It is estimated that the new equipment will result in an overall cost savings to the Parks Operations budget, freeing up resources that can be used to support the growing parks and recreation system.

Staff Costs
The proposed Measure K expenditure will be used to fund the purchase of equipment. No staff costs are proposed to be funded with Measure K funds.

Desired Outcome
Improved park conditions throughout the City to ensure public health and safety targets are met and improved safety of Parks Operations staff while performing routine maintenance of our parks.

Theory of Change
Measure K funding in the amount of $532,915.39 is being requested to fully fund the one-time expense of purchasing the equipment listed above. It is estimated that the new equipment will result in an overall cost savings to the Parks Operations budget, freeing up resources that can be used to better support the growing parks and recreation system.

ATTACHMENT 5
835
Measure K Analysis
Park Maintenance Equipment
Project Budget
The Project is the Afterschool and other Childcare Programs/Park Safety and Enhancement funding category of Measure K.

Project Element Cost Estimate
Electric Utility Carts $39,551.78
Electric Zero Turn Mowers $51,132.97
Fertilizer Spreader $7,202.96
Athletic Field/Small Parks Hand Mowers $8,736.88
Compact Front End Loader $185,222.25
Compact Excavator $75,384.22
Tree/Wood Chipper $94,660.27
Robot Paint Machine $31,040.00
10% Contingency $49,293.13
Total Costs: $542,224.46
Funding Sources:

Measure K Funding $542,224.46
Performance Metrics
Improved park conditions and park maintenance safety at all park sites.

ATTACHMENT 5
836
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 5
837
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 5
838
Measure K Analysis
Recreation Coordinator Athletics & Special Events
March 3, 2023
Objective
The requested expenditure is to provide partial funding for a new Recreation Coordinator that will support the Youth & Teen (5-17) Athletic programs, park rentals, and Special Events.

Policy Context
The 2019 Parks, Recreation and Open Space Master Plan identifies the importance of increasing recreation opportunities and programming with the community. 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 staffing to support continued growth in the Youth & Teen Athletics program.

Supplementary Funds The proposed Measure K funding would not supplant any existing funding. The total cost of funding a new Recreation Coordinator to assist with Youth and & Teen Athletics is $100,133. Measure K funding in the amount of $43,773 annually is being requested to partially fund a Recreation Coordinator to assist with Youth & Teen Athletic Programming. The balance of the costs of the position would be funded with $30,840.00 available from a vacant Tier II position at the Rec Center, and $25,520 of Special Event revenue.

Option
An alternative would be to not backfill the vacant Tier II position at the Rec Center an 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.

Staff Costs
The proposed Measure K expenditure will be used to partially fund a new Recreation Coordinator who will supervise Youth & Teen Athletic programming. The balance of the position will be funded by revenue generated by Special Events and funding for the vacant Tier II position at the Rec Center.

Desired Outcome
Continued growth of the Youth & Teen Athletics Program. Provide opportunities for individual development of knowledge, interests and behaviors that promote and contribute to a healthy, wellrounded lifestyle.

Theory of Change
Measure K funding in the amount of $44,773 is being requested to partially fund a Recreation Coordinator position to assist with the growth and promotion of Youth & Teen Athletics programs.

Increased involvement in these programs will foster an atmosphere that supports, motivates, and encourages participants to pursue a health & activity life, and educate the youth & teens of our community by helping them to better understand the benefits of overall health and exercise.

Project Budget
The Project is the Afterschool and other Childcare Programs/Park Safety and Enhancement funding category of Measure K.

Project Element Cost Estimate
Recreation Coordinator $100,133
Funding Sources:

Special Event Revenues $24,871
ATTACHMENT 5
839
Measure K Analysis
Recreation Coordinator Athletics & Special Events
March 3, 2023
Defunded Tier II EE Position $30,840
Balance of Funding Needed $43,773
Performance Metrics
Increased participation in youth and teen athletic programming.

ATTACHMENT 5
840
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 5
841
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 5
842
Measure K Analysis
Recreation Center Facility Maintenance Worker
Project Description
The requested expenditure is to provide funding for the movement of the Facility Maintenance Worker dedicated to the Recreation Center from the General Fund to the Measure K Fund.

Policy Context
The proposed movement of the position would effectuate the Council’s Mission Statement goals of providing Quality Municipal Services, a City government that is Financial Sounds, and a city where residents Take Pride in our Community.

Supplementary Funds
This position would be funded by Measure K utilizing the “afterschool, childcare, park safety, and enhancement of other parks and recreations services” category. Until 2020, the Recreation Center had a dedicated maintenance person assigned by Public Works/Facilities to handle all immediate facility and aquatic repairs, ongoing pool chemistry needs in order to avoid issues and meet regulation requirements and coordination on other needs that required specialized expertise. Based on facility needs citywide, this position was no longer dedicated to the Recreation Center, resulting in maintenance and repair delays and Recreation staff trying to manage repairs and the pool chemicals in order to maintain service levels. Additionally, the Community Center, Boathouse, Club West and park sites also have regular maintenance needs (vandalism, plumbing, electrical, HVAC, etc.) that require more specialized skills. Decision package 00183 was approved to restore the dedicated maintenance position to Parks and Recreation to provide maintenance services to all Parks and Recreation facilities, with specialized expertise in aquatics. A new Facilities Maintenance Worker/Senior position was added to the Public Works Department in order to better support the Parks and Recreation Department facilities and programs. This request is to shift the funding of this position from the General Fund to the Measure K to create additional capacity in the General Fund for Council Strategic Plan priorities and to better align position funding to the eligible tax measures.

Staff Costs
The proposed request is to shift an existing maintenance worker position from the General Fund to the Measure K fund. This will result in an increase to the Measure K fund of $113,133 in FY 2023/24 and $117,578 in FY 2024/25, as well as a corresponding decrease in the General Fund for the shifting of the costs.

Desired Outcome
Increase Maintenance Service Levels – Strive for a dedicated Facilities Maintenance Worker/Senior position within the Public Works Department to support Parks and Recreation facilities, especially the Recreation Center and aquatic features.

Theory of Change
This request is to shift the funding of this position from the General Fund to the Measure K to create additional capacity in the General Fund for Council Strategic Plan priorities and to better align position funding to the eligible tax measures.

Project Budget
The Project is the “afterschool, childcare, park safety, and enhancement of other parks and recreations services” category of Measure K. This proposal requests a total of $230,711 in Measure K funds: $113,133 in FY 2023/24 and $117,578 in FY 2024/25.

Performance Metrics
Decrease in number of customer complaints as facilities and equipment are repaired in a timely fashion by individuals with the appropriate certifications and expertise. Reduced maintenance costs as facilities and equipment are repaired in a timely fashion by individuals with the appropriate certifications and expertise.
843
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 5
844
Measure K Analysis for Proposed DP-00505:

Increased Bandwidth at Bridgeway Lakes Boathouse Facility Project Description
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.

Policy Context
Increase the bandwidth at Bridgeway Lakes Boathouse would further the implementation of the Parks, Recreation, and Open Space Master Plan. “Consider the incorporation of technology into the design of parks and programming through partnerships to produce a state-of-the-art park system (systems such as cameras, irrigation, Wi-Fi, pedestrian counters, automated restrooms, solar, Sybertech trash receptables, etc.).”
Supplementary Funds
N/A
Staff Costs
The proposed Measure K expenditures would cover the cost of the increased Bandwidth needed to support a new intrusion alarm and surveillance camera system that has been installed at the Bridgeway Lakes Boathouse.

Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:

1. Citizens and staff will be able to feel an increased sense of safety at the Bridgeway Lakes Boathouse.

2. Measurably reducing the amount of vandalism occurring at the Bridgeway Lakes Boathouse facility.

Theory of Change
Staff’s recommended action is based on the premise that if the City does not take action to increase the bandwidth at Bridgeway Lakes Boathouse:

1. Citizens and staff will continue to feel less safe at the Bridgeway Lakes Boathouse.

2. City police will continue to have challenges enforcing Illegal activities such as vandalism, and illegal gathering, resulting in damage to the Bridgeway Boathouse Facility and increased maintenance costs.

Project Budget
ATTACHMENT 5
845
Total cost of the proposed expenditure is $16,545, which is proposed to be funded fully through Measure K:

Use of Funds Source of Funds Total Measure K
20 mbs Bandwidth – Yr 1 $8,274 $8,274
20 mbs Bandwidth – Yr 2 $8,271 $8,271
Total $16,545 $16,545
Performance Metrics
The effectiveness of the above-referenced work will be measured in the following ways:

3. By tracking the ability of police to enforce Illegal activities such as vandalism, and illegal gathering at the Bridgeway Lakes Boathouse.

4. By tracking the reduced amount of damage to the Bridgeway Boathouse Facility and reduction in maintenance costs.

ATTACHMENT 5
846
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
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 5
847
Measure K Analysis
Project Description
The requested expenditure is to provide additional funding for the design, purchase, and installation of upgrading the Access Controls System at the Recreation Center.

Policy Context
This change is consistent with recommended practices resulting from a Security Assessment of City Hall and select facilities in 2020.

Staff estimated work required to complete this project would be $39,200, this includes project management and contingency costs
Supplementary Funds
The proposed Measure K funding would not supplant any existing funding.

Staff Costs
The proposed Measure K expenditure will cover some staff costs for project management of the Access Controls System project
Desired Outcome
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.

Theory of Change
The proposed improvements will create a more secure area for staff to protect the facilities restricted areas.

Additionally, this change is consistent with recommended practices resulting from a Security Assessment of City Hall and select facilities in 2020.

Project Budget
This project is in the Afterschool and other Childcare Programs/Park Safety and Enhancement funding category of Measure K.

PROJECT ELEMENT Cost Estimate
Design, Purchase and install System $30,500
Subtotal $30,500
Project Management Costs $4,500
Contingency $4,200
Total Costs $39,200
Measure K Funding Request $39,200
Performance Metrics
Increased security for the site by being able to monitor who accessed redistricted areas by time and date.

ATTACHMENT 5
848
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
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 5
849
Measure K Analysis for Proposed CIP-0221:

Westmore Oaks Playfield Improvement Project
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. This could be accomplished by adding the playfield to the Joint Use Agreement that includes multiple WUSD sites throughout the City that have been improved, and are maintained, by the City as public parks.

Policy Context
Submitting this grant application for the WUSD Early College Prep Charter School site 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 “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.”
Supplementary Funds
The project will include a $600,000 Measure V Bond Fund contribution from WUSD, $340,000 in grant funding from the California Specified Grant Fund Program, and $2.4 million from the Park Impact Fund.

Staff Costs
The proposed Measure K expenditures would fund playfield improvements. The playfield at Westmore Oaks will need to cleared, grubbed, irrigation installed, and the field reseeded.

Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:

1. Citizens will have additional park space in the City, and additional playfields for athletics. The additional field space should reduce congestion in other parks and on other playfields.

2. Measurably reducing the number of citizen complaints associated with number of playfields and access to joint use facilities.

3. WUSD school children will have safe playfields to recreate in and improve their physical, mental, and emotional health.

4. Citizens will have a new safe place to recreate and improve their physical, mental, and emotional health.

Theory of Change
Staff’s recommended action is based on the premise that if the City does not take action to promote the Westmore Oaks Playfield Improvement Project that:

1. Citizen complaints will continue as the participation in athletic activities increases and the number of public playfields does not.

2. WUSD school children will not have a safe place to play outdoors and may become injured or their physical, mental and emotional health may suffer by a lack of outdoor activity.

3. Citizens will not have the additional outdoor recreation space, and will not obtain the same physical, mental, and emotional benefit.

ATTACHMENT 5
850
Project Budget
Total cost of the proposed expenditure is $196,600, which is proposed to be funded fully through Measure K:

Use of Funds Source of Funds Total Measure V Grant PIF Measure K Internal Labor $125,000 $125,000
Professional Services $475,000 $475,000
Permits $25,000 $25,000
Construction $340,000 $1,998,500 $196,600 $2,535,100
Contingency $376,000 $376,500
Total $3,536,600
Performance Metrics
The effectiveness of the above-referenced work will be measured in the following ways:

1. By tracking the number of citizen complaints associated with restricted access to joint use facilities.

2. By tracking the number of citizen complaints associated with number of public playfields, or access to public playfields.

ATTACHMENT 5
851
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 5
852
Attachment Attachment Description
Overview of Outcomes Summarizes the Roadmap to the Future four phases led by YCOE with support from community partners and consultants and the deliverables for each phase to form the foundation for development of a long-term plan with measurable objectives and actions.

ATTACHMENT 5
853
Measure K Analysis for Proposed Yolo County Office of Education Roadmap to the Future Project Description
The Roadmap to the Future is a long-term plan to help effectively coordinate the services, support, 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.

On June 27, 2021, Yolo County elected leaders co-authored an opinion article in local newspapers calling for the development of a long-term plan to confront the issues of poverty and physical and mental health facing Yolo County children and youth. This resulted in a request for $450,000 from Yolo County, the Yolo COE, all four cities in Yolo County and the five school districts to develop a “Roadmap to the Future.” Thus far, the program is funded through the county and county office at 60 percent, or $275,000, and local jurisdictions are being asked to help cover the remaining costs. The City of West Sacramento is being asked to cover $20,000 of the remaining costs in FY 23/24.

Policy Context
This project effectuates the “Afterschool and other Childcare Programs” component of Measure K, which includes youth activities and has been identified to the City Council as one of the Measure K primary purposes. Further, this project is especially important for parents, caregivers and educators of children and youth aged 0-24 who need support to connect with available community services, including local agencies, businesses, and community organizations.

Supplementary Funds
The cost of the City’s contribution would come fully from Measure K one-time funds.

Staff Costs
The proposed Measure K expenditure will not require any additional staff costs.

Desired Outcomes
This proposed expenditure (along with commitments of funding from other jurisdictions) is designed to effectuate the following key outcomes:

1. Help effectively coordinate the services, support, and opportunities that children, youth, and families in Yolo County need to thrive.

2. Establish a shared framework to ensure their healthy development.

Theory of Change
Staff’s recommended action is based on the premise that the City contribute its share of the funds required to maintain this county-wide program. If the City decides not to fund their portion of the contribution to the program, it will affect the County’s ability to fully fund and execute the program.

Project Budget
Total cost of the proposed expenditure is $20,000, which is proposed to be funded fully through Measure K funds:
854
Use of Funds Source of Funds Total Measure K
Roadmap to the Future $20,000 $20,000
Total $20,000 $20,000
Performance Metrics
The effectiveness of the above-referenced work will be evaluated based on the deliverables for each phase listed below. Those deliverables will form the foundation for the development of a long-term plan with measurable objectives and actions.

1. Phase 0 (Completed) - YCOE led three virtual meetings to develop the principles and shared priorities that continue to guide the part of the Roadmap to the Future.

2. Phase 1 and 2 (In progress) - YCOE is currently implementing Phase 1 and 2 which consists of five components: 1) child and youth development framework 2) asset maps, 3) needs assessment, 4) community online tool, and 5) final report. These phases will also include a community engagement strategy to seek feedback on these components, including community meetings and outreach to people who may not have the resources to attend the meetings but would like to provide feedback. YCOE will produce a final report for the development process of the Roadmap to the Future, asset maps, and community online tool (including data collection, asset maps, community engagement, and a strength/gaps analysis). The final report will also include the needs assessment based on the analysis of demographic data in relation to assets.

3. On January 26, 2023 a "Champions Session" was held for this project (staff from the Community Services Department was in attendance to represent the City of Woodland). The purpose of this session was to develop champions to help create the online tool of services for children, youth, and families in Yolo County. At the meeting dates for "All In! for Children and Youth Sessions" were announced. These sessions are open to all members of the community and will serve to gather community input on the countywide plan (the meetings will be held in each city, exact date/location to be determined, from February 27 - March 3).

4. Phase 3 - The components of Phase 3 will identify future initiatives based on available funding (funding sources to be identified).
855

CUMULATIVE
BASE

APPROPRIATIONS

CUMULATIVE
BASE

ACTUALS

PROPOSED
BUDGET

CUMULATIVE
BASE

ACTUALS

PROPOSED
BUDGET

CUMULATIVE
BASE

ACTUALS
FUND BALANCE AT 7/1 $ - $ 10,671,562 $ 15,929,030
BASE REVENUES 39,579,972 46,325,180 5,257,468 51,582,648 5,402,066 56,984,714

BASE EXPENDITURES
Streetcar Operations 15,650,000 15,650,000 - 15,650,000 - 15,650,000 Flood Protection Improvements 10,200,800 10,200,800 - 10,200,800 - 10,200,800 Street Rehab and Transportation 9,768,373 9,768,373 - 9,768,373 - 9,768,373 Other 42,000 34,445 - 34,445 - 34,445
TOTAL BASE EXPENDITURES $ 35,661,173 $ 35,653,618 $ - 35,653,618 $ - 35,653,618 TOTAL SURPLUS/(DEFICIT) $ 10,671,562 $ 5,257,468 15,929,030 $ 5,402,066 21,331,096 FUND BALANCE AT 6/30
Reserved for future operations and maintenance of a streetcar or other related transit solution 450,000 $ 450,000 $ 225,000 $ 675,000 $ 225,000 $ 900,000 Unrestricted $ 10,221,562 $ 15,704,030 $ 15,254,030 $ 21,106,096 $ 20,431,096 TOTAL FUND BALANCE $ 10,671,562 $ 15,929,030 $ 15,929,030 $ 21,331,096 $ 21,331,096 FY 2023/24 FY 2024/25

MEASURE V BASE ALLOCATION

APPROPRIATIONS AND DISBURSEMENTS
Inception-to-date
as of 06/30/2023
(Estimated)
ATTACHMENT 5
856

MEASURE V LONG-TERM MODEL
FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Audited Projection Proposed Proposed Forecast Forecast Forecast Forecast BEGINNING BALANCE @ 7/1 6,948,829 11,361,682 10,221,561 15,254,029 20,431,095 25,770,223 31,276,275 36,954,258 Revenues 4,641,331 5,184,880 5,257,468 5,402,066 5,564,128 5,731,052 5,902,983 6,080,073 Expenses 3,478 6,100,000 - - - - - -
Light Rail/Street Car Operations Reserve 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 TOTAL SURPLUS (DEFICIT) 4,412,853 (1,140,121) 5,032,468 5,177,066 5,339,128 5,506,052 5,677,983 5,855,073 MEASURE V FUND BALANCE AT 6/30 11,361,682 10,221,561 15,254,029 20,431,095 25,770,223 31,276,275 36,954,258 42,809,331 Reserved for future Transit O&M (ie: Streetcar) 225,000 450,000 675,000 900,000 1,125,000 1,350,000 1,575,000 1,800,000 Available for One-Time Uses 6,723,829 4,811,682 9,546,561 14,354,029 19,306,095 24,420,223 29,701,275 35,154,258 Available for Ongoing Uses 4,412,853 4,959,880 5,032,468 5,177,066 5,339,128 5,506,052 5,677,983 5,855,073 ATTACHMENT 5
857
Measure V Fund 109
On November 4, 2008, West Sacramento voters approved two (2) measures, Measure U and V. Measure U approved the continuation of a ¼ cent portion of an existing ½ cent sales tax for an additional 20 years. Measure V approved the use of ¼ cent of sales tax proceeds to fund the operations of a streetcar system and fund flood protection improvements. Measure V is anticipated to generate $46.3M from inception to June 30, 2023, $5.3M in FY 2023/24 and $5.4M in FY 2024/25. Council has approved a handful of program requests which are identified within each program summary. Additional requests were identified through the biennial budget process which are categorized as proposed requests within each program summary.

BUDGET BY CATEGORY
Streetcar System Operation
Below is a list of proposed ongoing operations and maintenance requests and new capital improvement project requests for this funding category:

Flood Protection Improvements
There are no approved appropriations requests for the use of Measure V for this category.

Other
This allocation was not included in Resolution 08-46 but includes required charges included in the administration of Measure V. There are no approved appropriations requests for the use of Measure V for this category.

Proposed Proposed
FY 2023/24 FY 2024/25
1 Light Rail/Street Car
Operations
Set-aside for the annual allocation of $225,000 towards the operation of the light rail/street car operations. Funds have not been spent but committed for the streetcar
operations and maintenance.
$ 225,000 $ 225,000
Total Proposed O&M Appropriations $ 225,000 $ 225,000
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 225,000 $ 225,000 # Item Description

PROPOSED APPROPRIATIONS
ATTACHMENT 5
858

MEASURE E BASE ALLOCATIONS

REVENUES AND DISBURSEMENTS
The following table provides the Measure E 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.

Funding
Targets
Total
Cumulative
Targets
Total
Cumulative
Actuals
Unspent
Targets
Cumulative
Targets
Proposed
Budget
Cumulative
Target
Balance
Cumulative
Targets
Proposed
Budget
Cumulative
Target
Balance
Available fund balance at 7/1 $ 1,251,869 $ 610,274
Total Revenue $ 3,500,000 $ 28,511,394 $ 5,296,070 $ 5,487,155 Road rehabilitation projects $ 500,000 $ 3,500,000 $ 7,304,340 $ (3,804,340) $ 4,000,000 $ 2,000,000 $ (5,304,340) $ 4,500,000 $ 1,000,000 $ (5,804,340) Bicycle/pedestrian trails 600,000 4,200,000 2,414,549 1,785,451 4,800,000 220,500 2,164,951 5,400,000 152,100 2,612,851 Homelessness Initiative* 250,000 1,750,000 3,895,952 (2,145,952) 2,000,000 427,532 (2,323,484) 2,250,000 438,708 (2,512,192) Reducing community impacts of
homelessness 500,000 3,500,000 6,052,614 (2,552,614) 4,000,000 1,042,895 (3,095,509) 4,500,000 810,029 (3,405,538) West Sacramento Home Run 1,050,000 7,350,000 5,185,523 2,164,477 8,400,000 1,492,068 1,722,409 9,450,000 1,532,327 1,240,082 Smart City 500,000 3,500,000 2,052,679 1,447,321 4,000,000 547,108 1,400,213 4,500,000 555,918 1,344,295 Other public safety 100,000 700,000 243,046 456,954 800,000 104,202 452,752 900,000 104,276 448,476 Other - Grants/Communications
Program Manager - - 110,824 (110,824) - 103,361 (214,185) - 107,890 (322,075) Total Expenditures $ 3,500,000 $ 24,500,000 $ 27,259,524 $ (2,759,527) $ 28,000,000 $ 5,937,666 $ (5,197,193) $ 31,500,000 $ 4,701,248 $ (6,398,441) Total Surplus/(Deficit) $ - $ 1,251,869 $ (641,596) $ 785,907 Fund Balance at 6/30
Reserved for DST $ 150,000 $ 300,000 $ 450,000
Unrestricted $ 1,101,869 $ 310,274 $ 946,181
Total Fund Balance $ 1,251,869 $ 610,274 $ 1,396,181
FY 2023/24
Inception-to-date
as of 06/30/2023
(Estimated)
FY 2024/25
ATTACHMENT 5
859

MEASURE E LONG TERM MODEL
FY 2019/20 FY 2020/21 FY 2021/22 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 Actuals Actuals Actuals Projection Proposed Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast BEGINNING BALANCE @ 7/1 3,854,892 4,582,703 2,180,928 3,046,893 1,251,867 610,271 1,396,178 3,148,021 4,952,419 6,810,949 8,725,234 10,696,948 12,727,814 14,819,606

MEASURE E REVENUES
Transaction & Use Tax 3,500,000 3,749,260 4,324,347 4,798,458 5,101,611 5,146,070 5,337,155 5,564,128 5,731,052 5,902,983 6,080,073 6,262,475 6,450,349 6,643,860 6,843,176 Investment Earnings 138,105 (24,527) (39,615) 150,000 150,000 150,000 - - - - - - - - Other Revenues - - 195,000 1,850,001 - - - - - - - - - - TOTAL MEASURE E REVENUES 3,500,000 3,887,365 4,299,820 4,953,843 7,101,612 5,296,070 5,487,155 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 E EXPENDITURES
Road Rehabilitation Projects 500,000 1,000,000 2,208,000 1,500,000 2,000,000 2,000,000 1,000,000 - - - - - - - - Bicycle/Pedestrian Trails 600,000 460,500 250,000 280,260 398,000 220,500 152,100 156,663 161,363 166,204 171,190 176,326 181,615 187,064 192,676 Homelessness Initiative 250,000 226,044 242,880 355,356 464,964 427,532 438,708 451,869 465,425 479,388 493,770 508,583 523,840 539,556 555,742 Reducing Community Impacts of Homelessness 500,000 268,682 2,681,183 646,676 4,212,447 1,042,895 810,029 834,330 859,360 885,141 911,695 939,046 967,217 996,233 1,026,121 West Sacramento Home Run 1,050,000 850,619 687,547 960,368 1,087,534 1,492,068 1,532,327 1,578,297 1,625,646 1,674,415 1,724,648 1,776,387 1,829,679 1,884,569 1,941,106 Smart City 500,000 327,301 605,770 267,018 563,346 547,108 555,918 572,596 589,773 607,467 625,691 644,461 663,795 683,709 704,220 Community Youth Programs 100,000 26,407 15,458 47,536 106,217 104,202 104,276 107,404 110,626 113,945 117,364 120,884 124,511 128,246 132,094 Other - - 10,759 30,664 64,130 103,361 107,890 111,127 114,461 117,894 121,431 125,074 128,826 132,691 136,672 TOTAL MEASURE E EXPENDITURES 3,500,000 3,159,553 6,701,595 4,087,878 8,896,638 5,937,666 4,701,248 3,812,285 3,926,654 4,044,454 4,165,787 4,290,761 4,419,484 4,552,068 4,688,630 Ongoing 1,500,685 1,958,478 2,307,618 3,498,638 3,546,607 3,645,648 3,812,285 3,926,654 4,044,454 4,165,787 4,290,761 4,419,484 4,552,068 4,688,630 One-Time 1,658,868 4,743,118 1,780,260 5,398,000 2,391,059 1,055,600 - - - - - - - - TOTAL SURPLUS (DEFICIT) - 727,812 (2,401,775) 865,965 (1,795,026) (641,596) 785,907 1,751,843 1,804,398 1,858,530 1,914,286 1,971,714 2,030,866 2,091,792 2,154,545 Ongoing 2,386,680 2,341,342 2,646,225 3,602,974 1,749,463 1,841,507 1,751,843 1,804,398 1,858,530 1,914,286 1,971,714 2,030,866 2,091,792 2,154,545 One-Time (1,658,868) (4,743,118) (1,780,260) (5,398,000) (2,391,059) (1,055,600) - - - - - - - - MEASURE E FUND BALANCE AT 6/30 4,582,703 2,180,928 3,046,893 1,251,867 610,271 1,396,178 3,148,021 4,952,419 6,810,949 8,725,234 10,696,948 12,727,814 14,819,606 16,974,151 Reserved for County ARPA - - - 150,000 300,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Available for One-Time Uses 2,196,024 - 400,668 - - - 946,178 2,698,021 4,502,419 6,360,949 8,275,234 10,246,948 12,277,814 14,369,606 Available for Ongoing Uses 2,386,680 2,180,928 2,646,225 1,101,867 310,271 946,178 1,751,843 1,804,398 1,858,530 1,914,286 1,971,714 2,030,866 2,091,792 2,154,545 Funding
Targets
ATTACHMENT 5
860
Measure E Fund 110
On November 8, 2016, West Sacramento voters approved Measure E to fund City services and initiatives such as repairing roads, building and maintaining bicycle/pedestrian trails, reducing homelessness and its community impacts, improving education and career opportunities for youths, and enhancing internet access and the use of smart technologies. Measure E commenced on April 1, 2017 and is expected to have generated $28.5M in revenues from inception through June 30, 2023. Measure E is anticipated to generate $5.3M in FY 2023/24 and $5.5M 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 E fund balance is requested to cover one-time appropriations in line with the advisory measure eligible expenditures.

BUDGET BY CATEGORY
Homelessness Initiative
The annual allocation approved by the City Council towards the reducing homelessness category is $0.25 million.

Below is a list of proposed ongoing operations and maintenance requests for this funding category:

Reducing Community Impacts of Homelessness
The annual allocation approved by the City Council toward the reducing impacts of homelessness category is $0.5 million. Below is a list of proposed ongoing operations and maintenance requests and a new decision package request for this funding category:

Proposed Proposed
FY 2023/24 FY 2024/25
1 Downtown Streets
Extension to the invocate program offering the
community and team participants an opportunity to
directly mitigate the impacts of homelessness while
promoting long-term behavioral changes for the
participants.
$ 411,764 $ 422,507
MISC General Support Allocation Increased related to proposed general support charges $ 15,768 $ 16,201 Total Proposed O&M Appropriations $ 427,532 $ 438,708
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 427,532 $ 438,708 # Item Description

PROPOSED APPROPRIATIONS
Proposed Proposed
FY 2023/24 FY 2024/25
1 Personnel Costs

1.0 FTE Parks & Grounds Worker, 1.0 FTE
Groundskeeper, 1.0 FTE Senior Program Manager, 1.0
FTE Program Associate
$ 456,444 $ 466,979
2 Maintenance Structures and
Ground/Utilities/Vehicle
Expenses
Costs of maintenance of the structures and grounds
including tree maintenance, grazing services, power
washing and weed abatement
$ 163,252 $ 180,348
3 Homeless Efforts Funding
Costs to continue to allow timely assistance for West
Sacramento residents most in need, who are typically
unable to be linked with county services or need
temporary housing due to limited shelter bed availability. $ 30,000 $ 30,000
4 General Support Allocation Increased related to proposed general support charges $ 128,140 $ 132,702 Total Proposed O&M Appropriations $ 777,836 $ 810,029
DP00435Parks 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.
$ 215,059 $ -
Total Proposed Decision Packages $ 215,059 $ -
CIP51038Interim Housing Facility
Repairs
Funding for anticipated roof, electrical, and sewer lateral repairs and upgrades. $ 50,000 $ -
Total Proposed CIP Requests $ 50,000 $ -
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 1,042,895 $ 810,029

PROPOSED APPROPRIATIONS
# Item Description
ATTACHMENT 5
861
West Sacramento Home Run
The annual allocation approved by the City Council towards the West Sacramento Home Run category is $1.05 million. Council has previously approved a framework for the West Sacramento Home Run initiative. Below is a list of proposed ongoing operations and maintenance requests and a new decision package request for this funding category:

Proposed Proposed
FY 2023/24 FY 2024/25
1 Personnel Costs

1.0 FTE Business Manager, 1.0 FTE Program
Associate, 1.5 FTE Senior Program Manager and .5
FTE Data Specialist
$ 718,628 $ 727,742
2 Training/Travel/Meals
Estimated costs for attending conferences including
Early Childhood, Digital Badging, Paid Internships,
College Promise, and Cradle to Career
$ 10,500 $ 10,500
3 Memberships/Dues Membership dues for Every Child California $ 450 $ 450 4 Professional Services
Costs associated with the paid internship program, early learning specialist contracts, employee outreach,
internship development, employee satisfaction services, WSHR College Promise Program, capital tech intern
website and digital badges platform
$ 348,080 $ 367,100
5 Scholarships Estimated costs associated with ScholarShare529 scholarships $ 37,600 $ 43,120
6 Legal Services Estimated costs of consulting with legal counsel $ 3,000 $ 3,000 7 Program Administrative
Costs
Administrative program costs including supplies and
printing $ 10,474 $ 10,474
8 Educational
Materials/Supplies
Educational materials and supplies for improvements of
quality in West Sacramento Home Run Certified
Preschools
$ 7,000 $ 8,000
9 Transfer Out
Funding to provide an additional 4-week summer
program to offer STEAM (Science, Technology,
Engineering, Arts, Math) enrichment activities at
Discovery Preschool in Summer 2021
$ 15,000 $ 15,000
10 Transfer Out Scholarships for quality preschools $ 50,000 $ 50,000 11 General Support Allocation Increased related to proposed general support charges $ 290,940 $ 296,545 Total Proposed O&M Appropriations $ 1,491,672 $ 1,531,931 DP00443 Cell Phone Stipend Funding to increase the monthly cell phone stipend from $91 to $124 $ 396 $ 396
Total Proposed Decision Packages $ 396 $ 396
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 1,492,068 $ 1,532,327 # Item Description

PROPOSED APPROPRIATIONS
ATTACHMENT 5
862
Smart City
The annual allocation approved by the City Council toward the smart city category is $0.5 million. Below is a list of proposed ongoing operations and maintenance requests for this funding category:

Other Public Safety
The annual allocation approved by the City Council toward the other public safety category is $0.1 million. Below is a list of proposed ongoing operations and maintenance requests for this funding category:

Proposed Proposed
FY 2023/24 FY 2024/25
1 Personnel Costs 0.33 FTE Deputy City Manager and 0.5 FTE Data Manager $ 197,421 $ 204,418
2 Training/Travel/Meals Estimated costs for training related to the program $ 7,000 $ 7,000 3 Memberships/Dues Membership dues for Innovation Alliance $ 4,000 $ 4,000 4 Professional Services
Costs associated with STIR fee and contracts
(estimated at 2 @ $35,000/year), Valley Vision contract ($85,000) and ICU Technologies contract ($71,800)
$ 226,800 $ 226,800
5 Special Department
Expense
Costs associated with ZenCity ($20,000/year) and Idea
Accelerator awards and startup funding ($25,000/year) $ 45,000 $ 45,000 6 Legal Services Estimated costs of KMTG review of STIR agreements $ 1,200 $ 1,200 7 Educational
Materials/Supplies Innovation training materials. $ 2,000 $ 2,000 8 Program Administrative
Costs
Administrative program costs including supplies and
printing $ 800 $ 800
9 General Support Allocation Increased related to proposed general support charges $ 53,756 $ 54,939 Total Proposed O&M Appropriations $ 537,977 $ 546,157
DP00443 Cell Phone Stipend Funding to increase the monthly cell phone stipend from $91 to $124 $ 131 $ 131
DP00458Strategic Communications
and Community Outreach
Funding for a customer-facing community engagement
software $ 9,000 $ 9,630
Total Proposed Decision Packages $ 9,131 $ 9,761
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 547,108 $ 555,918 # Item Description

PROPOSED APPROPRIATIONS
Proposed Proposed
FY 2023/24 FY 2024/25
1 O/T & Standby Overtime for community and youth engagement events including boxing camp, summer night lights, etc $ 27,000 $ 27,000 2 Special Department
Expense
Costs associated with continuing community and youth
engagement events including boxing camp, summer
night lights, etc
$ 73,000 $ 73,000
3 General Support Allocation Increased related to proposed general support charges $ 4,202 $ 4,276 Total Proposed O&M Appropriations $ 104,202 $ 104,276
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 104,202 $ 104,276 # Item Description

PROPOSED APPROPRIATIONS
ATTACHMENT 5
863
Bicycle, Pedestrian, Trail and Improvements
The annual allocation approved by the City Council toward the bicycle, pedestrian, trail and improvements category is $0.6 million. Below is a list of proposed new capital improvement project requests for this funding category:

Road Rehabilitation
The annual allocation approved by the City Council toward road rehabilitation is $0.5 million. Below is a list of proposed ongoing operations and maintenance requests for this funding category:

Other Requests – Grants/Communications Program Manager
Measure E is intended to provide opportunities for funding leverage and to satisfy local match requirements for even more funding from state, federal, philanthropic, and other external sources. A portion of an Administrative Analyst position dedicated to grants was approved in the last biennial budget to focus on grant writing across departments and supporting the City’s communications efforts. Given the size of grants available to the City, the number of grants the City could apply for with dedicated grant writing staff, and the City’s strong history of successful grant pursuits, it is highly plausible (but not guaranteed) that this position will pay for itself through grant funds generated. Below is a list of proposed ongoing operations and maintenance requests and a new decision package request for this funding category:

Proposed Proposed
FY 2023/24 FY 2024/25
CIP17021Arterial Street Pavement
Repair Program
Funding to provide pavement repair associated with
failed pavement throughout the City on arterial streets. $ 1,000,000 $ 1,000,000 CIP17026Neighborhood Pavement
Preservation Program
Funding to provide surface treatments such as slurry
seals, chip seals, cape seals or some other type of
pavement treatment.
$ 1,000,000 $ -
Total Proposed CIP Appropriations $ 2,000,000 $ 1,000,000 TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 2,000,000 $ 1,000,000 # Item Description

PROPOSED APPROPRIATIONS
Proposed Proposed
FY 2023/24 FY 2024/25
DP00437New Position Request -
Trails Groundskeeper
Addition of 1.0 FTE Groundskeeper to allow proper
maintenance to ensure new assets, facilities, and parks. $ 94,500 $ 96,500 Total Proposed Decision Packages $ 94,500 $ 96,500
CIP01207
West Capitol Ave Regional
Connection Bike/Ped Safety
Improvements
Funding to provide additional safety improvements
within a SB 535 Disadvantaged Community Zone. $ 126,000 $ - CIP01250
Clarksburg Branch Line Trail
- Village Pkwy to South City
Limit (PA&ED)
Funding for the anticipated 20% local match for the
PA&ED portion of this project. $ - $ 55,600
Total Proposed CIP Requests $ 126,000 $ 55,600
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 220,500 $ 152,100

PROPOSED APPROPRIATIONS
# Item Description
Proposed Proposed
FY 2023/24 FY 2024/25
1 Grants/Communications
Program Manager

0.5 FTE Administrative Analyst I/II/Senior in the City
Manager’s Office focusing on grant writing across
departments and supporting the City’s communications
efforts.
$ 76,180 $ 80,084
2 Office Expenses Misellaneous office expenses $ 150 $ 150 2 Membership/Dues Membership dues related to the position. $ 150 $ 150 3 Training/Travel/Meals Estimated costs for training related to the position. $ 500 $ 500 3 General Support Allocation Increased related to proposed general support charges $ 26,381 $ 27,006 Total Proposed O&M Appropriations $ 103,361 $ 107,890
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 103,361 $ 107,890

PROPOSED APPROPRIATIONS
# Item Description
ATTACHMENT 5
864
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 5
865

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 5
866
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 5
867
Measure E Analysis
Park Maintenance Equipment
Project Description
The requested expenditure is to provide funding for essential park maintenance equipment that will be used for city-wide homeless encampment cleanup, and by Park Operations staff to safely perform routine City park maintenance activities.

Policy Context
Since 2008, the City's Parks and Recreation system has grown significantly (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). Additionally, some of the City’s oldest and most heavily programmed park sites are in need of more extensive maintenance work and/or have site constraints that require specialty equipment to adhere to safety standards for employees.

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. To increase the safety and condition of our trails, open spaces, and routine maintenance practices, staff is requesting one-time funding from Measure E to fund a portion of the cost for the following pieces of equipment:

1. Compact Front End Loader - This piece of equipment will be used daily for homeless encampment cleanup. Currently all cleanups are performed by hand, which is an immediate safety risk and is also extremely inefficient. On both a parks side and homeless encampment side, this will help to reduce labor, which will help to adjust labor and staffing to where it is more needed. The cost of this item is estimated at $185,222.25 with 80% funded by Measure E and 20% by Measure K.

2. Compact Excavator - Due to a lack of proper equipment, all irrigation repairs are performed by hand digging. This works sufficiently for small repairs and maintenance, but large main line repairs are extremely burdensome to the department. The repairs can be as deep as five feet and located in extremely poor and heavy soil. When done by hand this is not only inefficient but also puts 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 alone shows the immediate need for this piece of equipment. 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 (as is done currently), along with better managing/maintaining trails and open spaces where this equipment is needed to improve efficiency and staff safety.

The cost of this item is estimated at $75,384.22 with 50% funded by Measure E and 50% by Measure K.

ATTACHMENT 5
868
Measure E Analysis
Park Maintenance Equipment
Supplementary Funds
Measure E funding in the amount of $204,456.91 is being requested to partially fund the one-time expense of purchasing the equipment listed above. It is estimated that the new equipment will result in an overall cost savings to the Parks Operations budget, freeing up resources that can be used to support the growing parks and recreation system.

Staff Costs
The proposed Measure E expenditure will be used to fund the purchase of equipment. No staff costs are proposed to be funded with Measure E funds.

Desired Outcome
Improved park conditions throughout the City to ensure public health and safety targets are met and improved safety of Parks Operations staff while performing routine maintenance of our parks.

Theory of Change
Measure E funding in the amount of $204,456.91 is being requested to partially fund the one-time expense of purchasing the equipment listed above. It is estimated that the new equipment will result in an overall cost savings to the Parks Operations budget, freeing up resources that can be used to better support the growing parks and recreation system.

Project Budget
The Project is the Homeless Initiative funding category of Measure E.

Project Element Cost Estimate
Compact Front End Loader $148,177.80
Compact Excavator $37,692.11
10% Contingency $18,587
Total Costs: $204,456.91
Funding Sources:

Measure E Funding $204,456.91
Performance Metrics
Improved City park conditions and park maintenance safety at all City park sites.

ATTACHMENT 5
869
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
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 5
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Measure E Analysis
Interim Homeless Housing Facility
Project Description
This requested expenditure is to assist with repair needs to the Flamingo Motel, which is being used to expand the City’s Homekey Program to provide interim housing for homeless individuals, or at risk of being homeless. The acquisition of the Flamingo Motel will be used to transition Project RoomKey participants currently being housed in West Sacramento motels and will serve as a longer-term replacement for the rooms currently leased by Yolo County. Given the age of the motel and the significant change in use (100% occupied 100% of the time) staff anticipates miscellaneous needed repairs while the program is operated.

Policy Context
“Homelessness and Communitywide Impacts” is a current priority on the City Council’s Strategic Plan and was a Top Priority Policy Management Agenda item in the Council’s 2019 Strategic Plan and was on the Management Agenda of the 2020 Strategic Plan. Lastly, voter-approved Measure E specifically listed “reducing community impacts of homelessness” as one of its programmatic uses.

Supplementary Funds
The proposed expenditure is for a program that will be partially funded by the City. Additional funding sources for the operation of the Flamingo Motel to expand the City’s Homekey Program include $2.6 million in Yolo County ARPA funds. This effort will, however, create fiscal as well as other benefits by continuing to provide medium-term housing for one of the most vulnerable populations. The expansion of the Homekey Program will also provide the City’s Homeless Manager with an additional resource to help West Sacramento residents escape homelessness.

While difficult to quantify, the project is also expected to create soft cost savings to the Police Department by reducing the amount of time spent on homeless-related enforcement activities.

Staff Costs
The proposed Measure E expenditure will not be used to cover any City staff costs. The funds will be used to pay costs associated with real property acquisition and minor rehabilitation.

Desired Outcome
The proposed Measure E expenditure is expected to mitigate and reduce the community impacts of homelessness. The program will provide interim housing for homeless individuals, or at risk of being homeless. Program participants will be indoors and safe from the dangers that they face from living outdoors. Additionally, program participants will receive supportive services including case management and housing navigation with the ultimate goal of placing program participants into permanent housing.

Theory of Change
The proposal’s outcomes are premised on two key assumptions: (1) the Homekey Program model will directly promote positive behavioral changes for participants by providing supportive services with a goal to achieve self-sufficiency and place them in permanent housing; (2) an increase in positive behavioral changes will further encourage participants to rebuild effective work habits, take on leadership opportunities, further their education, and ready themselves to reenter the workforce and housing through the support of a positive community.

There are two key risks to this vision: (1) the expansion of the Homekey Program fails to secure enough willing participants for the program, and (2) participants remain unresponsive to the increase in positive behavior changes. To mitigate the first risk, the City’s Homekey Program has multiple entry points to the program. These entry points include: 1) existing Project RoomKey ATTACHMENT 5
871
participants being housed in West Sacramento motels; 2) referrals from the West Sacramento Homeless Manager; and 3) referrals from partner relationships with other agencies in the City.

The following factors mitigate the second risk: (1) supportive services will be offered on-site to all Homekey Program participants with an ultimate goal of self-sufficiency and identifying a permanent housing alternative, and (2) homeless persons who engage in illegal behaviors will be subject to enforcement actions from the Police Department.

Budget
On March 15, 2023, the Council adopted Resolution 23-25 which created CIP 51038 and appropriated $200,000 for repair and rehabilitation for the Flamingo Motel. Subsequently, staff concluded that this budget would not be enough funds and is requesting an additional $50,000 for this activity.

Performance Metrics
Homekey Program participants will be tracked using the Yolo County Continuum of Care (CoC) Health Management Information System (HMIS). The HMIS is used County-wide to track services individuals are receiving, individual’s health needs and is used for housing placement opportunities. Additionally, staff will maintain records on the following metrics:
• Number of Homekey Program participants being served
• Number of Homekey Program participations receiving supportive services • Number of Homekey Program participants who have moved into permanent housing • Number of Homekey Program participations who have gained employment • Number of Homekey Program participations who removed barriers to self-sufficiency Collectively, staff believes the analyses summarized above will provide the Council with ample information to review the program’s performance and assess its effectiveness.

ATTACHMENT 5
872
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 5
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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 5
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Measure E Analysis
Project Description
This requested expenditure is to (1) improve the City’s strategic and crisis communications by hiring a consultant to develop and help implement a communications strategy, and (2) facilitate improved community engagement through more and better public outreach.

Policy Context
The recommended expenditure of Measure E funds would effectuate the City Council’s 2023 Strategic Plan Policy Agenda priority, “Strategic Communications Program Development.” Supplementary Funds
This proposed use of Measure E funds does not leverage grants or other outside funding sources.

Staff Costs
The proposed Measure E expenditure will not be used to cover any City staff costs. The funds will be used primarily to pay for a strategic and crisis communications consultant, along with software and material costs to facilitate improved public outreach and engagement.

Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:

1. Position the City to communicate proactively about potentially controversial issues, rather than reacting after the controversy had already begun to take hold;

2. Promote improved media coverage of the City’s successes, and more balanced coverage when areas of needed improvement emerge;

3. Improve the City’s capacity for effective crisis communications; and,

4. Improve the City’s engagement with its residents, particularly hard-to-reach segments of the community, including older residents, non-English speakers, and those with limited access to Internet-enabled devices.

Theory of Change
This proposal is based on the premise that public perception of the City is shaped not just by facts, but also by how those facts are presented to them, both by the media and by the City itself.

Key underlying assumptions include:

1. Dealing with the media in a more assertive and thoughtful manner will improve both the quantity and the positivity of coverage for City-related news;

2. Having a professionally developed communications strategy, and consultant support to implement it, will help the City address potentially controversial issues proactively, rather than reacting after the controversy has erupted.

ATTACHMENT 5
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3. Resident confidence in their municipal government will improve when the City is able to communicate its successes more effectively, and respond quickly, forthrightly and reassuringly during crises.

4. Improved community engagement (including better understanding of, and involvement in, City decision-making processes) will improve the effectiveness of the city’s communication strategy by enhancing trust, and creating channels for word-of-mouth communications.

Each of these assumptions is consistent with both intuition and best practice in other jurisdictions; therefore, staff is confident that this proposal is undergirded by a solid theoretical foundation.

Project Budget
Staff is proposing a total expenditure of $166,000 in 2023/2024, and $167,470 in 2024/2025.

Performance Metrics
Following implementation of the recommended actions, the performance of this effort will be measured in multiple ways, including:

1. The percentage of positive social sentiment in publicly-accessible social media interactions measured via the Zencity platform should increase.

2. The number of positive media stories about the City should increase.

3. In the event of a crisis, the Council should receive timely and thorough updates and talking points to allow them to act in unison to keep residents informed.

4. Public confidence in the City as measured by the WSPD Community Qualitative Surveying program should increase.

ATTACHMENT 5
876
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 5
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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 5
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Measure E Analysis
Trail and Open Space Groundskeeper
Project Description
The requested expenditure is to provide funding to support park maintenance services at the City’s newly renovated trails and open spaces to help maintain parks and facilities, to ensure proper lifespan of these new facilities, and safety for residents of all ages.

Policy Context
Since 2008, the City's Parks and Recreation system has grown significantly (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). Unfortunately, staffing levels have not kept pace with this growth resulting in declining parks and a need for additional staffing to support multiple sites throughout the City. An additional Groundskeeper 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. This additional Groundskeeper would assist with mowing, trimming, blowing, sweeping, as well as provide support with restroom and overall facility maintenance needs, special event and park rentals.

Supplementary Funds
Measure E funding in the amount of $85,000 is being requested to fully fund one Groundskeeper position to perform trail and open space maintenance work throughout the City.

Staff Costs
The proposed Measure E funding will be used to fund one Parks Operations Groundskeeper.

Desired Outcome
Improved park conditions throughout the City to ensure public health and safety targets are met and specifically, increasing staffing levels to better manage the City’s trails and open spaces to support youth and adult activities.

Theory of Change
The use of seasonal, Extra Help staff is critical component of the City’s overall park maintenance program. The additional Groundskeeper position will support more focused maintenance work on trails and open spaces that have been heavily grown and renovated over the years, impacting thousands of residents each week.

Project Budget
The Project is the Bicycle Ped & Trails funding category of Measure E.

Project Element Cost Estimate
Parks Operations Groundskeeper (1) $85,000
Total Costs: $85,000
Funding Sources:

Measure K Funding $85,000
Performance Metrics
Improved park conditions and park maintenance safety at all park sites.

ATTACHMENT 5
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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
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 5
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Measure E Analysis
West Capitol Ave Regional Connection Bike/Ped Safety Improvements Project Description
West Capitol Avenue is a major east-west thoroughfare serving a diverse group of users, ranging from heavy truck traffic to regional bike commuters. Through community participation during the Safety Enhancement & Road Rehabilitation Project and local agency guidance in the 2018 Bicycle, Pedestrian, and Trails Master Plan, West Capitol Avenue is proposed as a Class IV facility. Recently, the City completed the West Capitol Safety Enhancement & Road Rehabilitation Project, which reallocated vehicular lanes for buffered bike lanes, installed/retrofitted midblock crossings, and added street lighting. The City constructed West Capitol Avenue improvements with the opportunity to install vertical delineators, converting the facility from Class II to Class IV, should funding become available. We appreciate the opportunity to apply for the Quick-Build grant to further improve West Capitol Avenue, and for additional improvements along Westacre Road and Tower Bridge Gateway. A bike network is only useful when it provides a continuous, low stress connections.

The total grant request award $735,000. Staff is proposing match funding in the amount of $96,000 from Measure E funds. The requested expenditure is to provide match funding for the Active Transportation Program: Phase II Quick-Build Project Pilot Program Application for the West Capitol Avenue Regional Connection Bicyclist and Pedestrian Safety Improvements.

Policy Context
This supports the 2022 Strategic Plan goal of Mobility & Connectivity and directly implements the goals, strategies and tactics set forth by: 2035 General Plan; Bicycle, Pedestrian, and Trails Master Plan; and Mobility Action Plan.

Supplementary Funds
The proposed Measure E funding would not supplant any existing funding. The total project cost is approximately $831,000. The $96,000 Measure E investment will leverage over $735,000 of grant funding.

Staff Costs
The proposed Measure E expenditure will cover staff costs for project management.

Desired Outcome
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.

Theory of Change
The over-arching performance outcomes for the Bicycle, Pedestrian, and Trail Improvement Program is to increase walking and biking citywide. The proposed improvements will create a safer and better-connected bicycle network.

Project Budget
This project is in the Capital Accelerator category with Primary priority.

PROJECT ELEMENT Cost Estimate
Pre-Construction Costs $50,000
Construction Costs $781,000
Total Cost $831,000
Grant Funding Request $735,000
Match Funding:

Measure E $96,000
In-Kind (General Fund) $0
ATTACHMENT 5
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Performance Metrics
Performance metrics include receipt of grant funding, completion of all plans, construction documents and permits, completion of facilities, and active transportation counts.

ATTACHMENT 5
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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
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 5
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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 5
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Measure E Analysis
West Sacramento Great California Delta Trail Regional Connection Project: Community Design Funding Program Match Funding
Project Description
The project will do three things to move the Clarksburg Branch Line Trail closer to completion.

1. The project will analyze existing bridge infrastructure to develop a structural condition and recommendations report, identifying if these bridge crossings remain sound. The historic significance of these structures will also be reviewed to determine the value of keeping the infrastructure in‐place. If determined to be not structurally sound, the report will identify the means to improve the structural integrity, propose new structures, or identify other design alternatives.

2. The project will prepare preliminary (35%) design of the mainline CBLT (approximately 2.15 miles), trail crossings, and trail access improvements. This preliminary engineering will be used to prepare the environmental documentation, and ultimately the final engineering design required to complete paving the CBLT and formalize neighborhood access points. In addition, the project will review current at‐grade road crossings for implementing potential enhanced safety measures.

3. The project will ensure streamlined project delivery through a robust community outreach and engagement effort that integrates the community participation work already in progress as part of the Southport Levee Recreation Trail project.

The requested expenditure is to provide match funding for the West Sacramento Great California Delta Trail Regional Connection Project Community Design Funding Program application.

Policy Context
This supports the 2022 Strategic Plan goal of Mobility & Connectivity and directly implements the goals, strategies and tactics set forth by: 2035 General Plan; Bicycle, Pedestrian, and Trails Master Plan; and Mobility Action Plan.

Supplementary Funds
The proposed Measure E funding would not supplant any existing funding. The total project cost is approximately $446,000. The $46,000 Measure E investment will leverage $400,000 of grant funding.

Staff Costs
The proposed Measure E expenditure will cover staff costs for project management and community engagement. Staff anticipates successful award of the grant funds, as staff applied for non-competitive funding. If SACOG does not award the City the grant, staff will not move forward with the project and no Measure E funding will be needed.

Desired Outcome
After this project is complete, the City will be ready to get 100% construction plans and begin work by 2026. The 35% plans enable the City to obtain funds set aside for construction of projects.

Theory of Change
The over-arching performance outcomes for the Bicycle, Pedestrian, and Trail Improvement Program is to increase walking and biking citywide. The proposed improvements will allow the City to obtain funding for final design and construction of the Clarksburg Branch Line Trail to the city limits.

ATTACHMENT 5
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Project Budget
This project is in the Capital Accelerator category with Primary priority.

PROJECT ELEMENT Cost Estimate
Existing Bridge Infra. Analysis $110,000
CBLT 35% Design $80,000
Trail Grade X-ing 35% Designs $40,000
Trail Access Imp. 35% Design $55,000
CEQA/NEPA $25,000
100% Design&Bid Docs $75,000
Community Engagement $15,000
Total Cost $446,000
Grant Funding Request $400,000
Match Funding:

Measure E $46,000
Performance Metrics
Performance metrics include receipt of grant funding, recommendations developed from community engagement, completion of all reports, plans, and environmental analysis.

ATTACHMENT 5
886
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.:

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 5
887
Measure E Analysis for Proposed CIP 17021
Arterial Street Pavement Repair Program
Project Description
This project would involve pavement repair associated with the worst failed pavement throughout the City on arterial streets. 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 “Repairing Roads” component of Measure E. “Repairing Roads” has continually been identified to the City Council as one of the Measure E 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 E 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 $1,000,000 per FY for FY2023/24 and FY2024/25, which is proposed to be funded fully through Measure E funds:

ATTACHMENT 5
888
Use of Funds Source of Funds: Measure E Total 2023/24 2024/25 Preliminary Engineering (10%) $100,000 $100,000 $200,000 Construction Contract $800,000 $800,000 $1,600,000
Inspection & Construction
Engineering (10%)
$100,000 $100,000 $200,000
Total $1,000,000 $1,000,000 $2,000,000
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
889
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.:

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 5
890
Measure E Analysis for Proposed CIP-17026
Neighborhood Pavement Preservation Program FY 2023/24
Project Description
This project would involve the application of slurry seals and new pavement striping in a specific neighborhood of the City. 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, such as what was done with the West Capitol Avenue Pavement Reconstruction and Safety project.

Policy Context
This project effectuates the “Repairing Roads” component of Measure E. This has been identified to the City Council as one of the primary purposes of Measure E. 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 E expenditures 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. Extending the life of residential streets throughout the City by application of slurry seals which prevent water from entering the base materials of the residential streets thereby preventing pavement and base failures.

2. Measurably reducing the number of citizen complaints associated with poor and failed pavement locations.

Theory of Change
Staff’s recommended action is based on the premise that if the City does not take action to slurry seal these residential pavements that:

1. The costs to reconstruct residential pavement locations throughout the City will increase at an exponential rate

2. The costs associated with citizen claims for damage to their vehicles as a result of failed pavement sections may increase

3. Citizen complaints will continue to increase if pavement sections fail and are not positively addressed

4. Staff will be ignoring the City Council’s Management Agenda associated with implementation of a Pavement Management Program
ATTACHMENT 5
891
Project Budget
Total cost of the proposed expenditure is $1,000,000, which is proposed to be funded fully through Measure E:

Use of Funds Source of Funds Total Measure E
Preliminary Engineering (10%) $100,000 $100,000
Construction Contract $800,000 $800,000
Inspection & Construction
Engineering (10%)
$100,000 $100,000
Total $1,000,000 $1,000,000
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 citizen complaints associated with the specific locations of slurry seals and comparing those number against the number of citizen complaints prior to the slurry seals.

ATTACHMENT 5
892

MEASURE N BASE ALLOCATION

APPROPRIATIONS AND DISBURSEMENTS
The following table provides the Measure N 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.

Funding
Targets Total Targets Total Actuals Target Balances
% of
Total
Cumulative
Targets
Proposed
Budget
Cumulative
Target
Balances
% of Total Cumulative
Targets
Proposed
Budget
Cumulative
Target
Balances
% of Total
Available fund balance at 7/1 $ 3,719,319 $ 5,565,515
Total Revenue $ 19,267,290 $ 5,495,200 $ 5,699,300
Expenditures
Public Safety 50% 9,633,645 $ $ 8,443,736 $ 1,189,909 44% $ 12,381,245 $ 2,951,934 $ 985,575 46% $ 15,230,895 $ 3,042,519 $ 792,706 47% Community Investment 20% 3,853,458 4,644,121 (790,663) 24% 4,952,498 197,070 $ 111,307 20% 6,092,358 115,000 1,136,167 16% Inclusive Economic Development 30% 5,780,187 350,000 5,430,187 2% 7,428,747 500,000 $ 6,578,747 3% 9,138,537 1,000,000 7,288,537 6% CDTFA TUT Admin Fee 2,110,114 (2,110,114) 11% - - $ (2,110,114) 9% - - (2,110,114) 7% Total Expenditures $ 19,267,290 $ 15,547,971 $ 3,719,319 $ 24,762,490 $ 3,649,004 $ 5,565,515 $ 30,461,790 $ 4,157,519 $ 7,107,296 Total Surplus/(Deficit) $ - $ 3,719,319 $ 1,846,196 $ 1,541,781 Fund Balance at 6/30
Restricted for Notes 100,000 100,000 100,000
Unrestricted 3,619,319 5,465,515 7,007,296
Public Safety 134,853 (69,481) (262,350)
Community Investment (1,212,686) (310,716) 714,144
Inclusive Economic Development 4,697,154 5,845,714 6,555,504 Projected Ending Balance $ 3,719,319 $ 5,565,515 $ 7,107,296 FY 2023/2024 FY 2024/2025
Inception-to-date
as of 06/30/2023
(Estimated)
ATTACHMENT 5
893

MEASURE N 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 Projections Proposed Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast BEGINNING BALANCE @ 7/1 6,873,096 3,719,320 5,565,516 7,107,343 9,304,787 11,327,981 13,441,871 15,649,177 17,952,702 20,355,333 22,860,043 MEASURE N REVENUES 5,489,500 5,495,200 5,699,300 5,870,279 6,046,387 6,227,779 6,414,612 6,607,051 6,805,262 7,009,420 7,219,703 2,744,750 2,747,600 2,849,650 2,935,140 3,023,194 3,113,889 3,207,306 3,303,525 3,402,631 3,504,710 3,609,851

MEASURE N EXPENDITURES
Public Safety 50% 2,745,755 2,863,743 2,952,021 2,579,668 2,927,232 3,015,049 3,105,501 3,198,666 3,294,626 3,393,464 3,495,268 Public Safety-One-Time 445,350 -
Pubic Safety - Cost Allocation 74,408 88,191 90,453 93,167 95,962 98,840 101,806 104,860 108,006 111,246 114,583 Inclusive Economic Development 30% 250,000 500,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Community Investment 20% 3,024,129 197,070 115,000 - - - - - - - - Other 2,103,634 - - - - - - - - - -
TOTAL MEASURE N EXPENDITURES 8,643,276 3,649,004 4,157,474 3,672,835 4,023,194 4,113,889 4,207,306 4,303,525 4,402,631 4,504,710 4,609,851 Ongoing 4,923,797 3,451,934 4,042,474 2,672,835 3,023,194 3,113,889 3,207,306 3,303,525 3,402,631 3,504,710 3,609,851 One-Time 3,719,479 197,070 115,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 TOTAL SURPLUS (DEFICIT) (3,153,776) 1,846,196 1,541,826 2,197,445 2,023,194 2,113,889 2,207,306 2,303,525 2,402,631 2,504,710 2,609,851 Ongoing 565,703 2,043,266 1,656,826 3,197,445 3,023,194 3,113,889 3,207,306 3,303,525 3,402,631 3,504,710 3,609,851 One-Time (3,719,479) (197,070) (115,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) MEASURE N FUND BALANCE AT 6/30 3,719,320 5,565,516 7,107,343 9,304,787 11,327,981 13,441,871 15,649,177 17,952,702 20,355,333 22,860,043 25,469,895 Restricted for Notes 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Available for One-Time Uses 3,053,617 3,422,250 5,350,516 6,007,343 8,204,787 10,227,981 12,341,871 14,549,177 16,852,702 19,255,333 21,760,043 Available for Ongoing Uses 565,703 2,043,266 1,656,826 3,197,445 3,023,194 3,113,889 3,207,306 3,303,525 3,402,631 3,504,710 3,609,851 Available for Target Funding Categories 3,719,320 5,565,516 7,107,343 9,304,787 11,327,981 13,441,870 15,649,177 17,952,702 20,355,333 22,860,043 25,469,895 Available for Public Safety 134,853 (69,481) (262,305) - - - - - - - - Inclusive ED 4,797,153 5,945,713 6,655,503 7,416,587 8,230,503 9,098,837 10,023,221 11,005,336 12,046,915 13,149,741 14,315,652 Community Investment (1,212,686) (310,716) 714,144 1,888,200 3,097,478 4,343,033 5,625,956 6,947,366 8,308,418 9,710,302 11,154,243 Funding
Targets
ATTACHMENT 5
894
Measure N Fund 111
On November 6, 2018, West Sacramento voters approved Measure N to fund public safety, community investment, and inclusive economic development efforts of the City. Measure N commenced on April 1, 2019 and is projected to generate $19.3 from inception to June 30, 2023, $5.5M in FY 2023/24 and $5.7M in FY 2024/25. Council has approved a handful of program requests which are identified within each program summary. Additional requests were identified through the biennial budget process which are categorized as proposed requests within each program summary.

BUDGET BY CATEGORY
Public Safety
The annual allocation approved by the City Council towards the public safety category is 50% of annual revenues. Below is a list of already approved appropriations for this funding category:

Inclusive Economic Development
The allocation approved by the City Council towards the Inclusive Economic Development category is 30% of revenues. Below is a list of proposed new appropriation requests for this funding category:

Community Investment
The allocation approved by the City Council towards the Community Investment category is 20% of revenues.

Below is a list of proposed new appropriations for this funding category:

Proposed Proposed
FY 2023/24 FY 2024/25
DP-00475 Small Business Accellerator
Program
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.
$ 500,000 $ 1,000,000
Total Proposed Decision Packages $ 500,000 $ 1,000,000
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 500,000 $ 1,000,000

PROPOSED APPROPRIATIONS
# Item Description
Proposed Proposed
FY 2023/24 FY 2024/25
DP-00470 EV Charging Rate Subsidy
Funding for a short-term subsidy to offset the cost of
charger operation, maintenance, and replacement until
staff have more accurate data regarding EV charging
use and the EV charging fee can be reevaluated and
updated.
$ 65,000 $ 65,000
DP-00506 Cultural Events Fund Funding to support local cultural programming, with a non-profit, community serving purpose. $ 50,000 $ 50,000 Total Proposed Decision Packages $ 115,000 $ 115,000
CIP-01148 Sidewalks & Transportation
Equity Program (STEP)
Funding for a comprehensive understanding of where
pedestrian/sidewalk deficiencies exist and develop a
funding strategy that prioritizes pedestrian
enhancements in neighborhoods where residents rely
on pedestrian infrastructure most.
$ 82,070 $ -
Total Proposed CIP Requests $ 82,070 $ -
TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 197,070 $ 115,000 # Item Description

PROPOSED APPROPRIATIONS
Proposed Proposed
FY 2023/24 FY 2024/25
1 Personnel Costs 1.0 FTE Calea Coordinator and 2.0 FTE Community Service Officers $ 324,006 $ 336,152
2 Safety Clothing/Supplies Safety clothing/supplies for the personnel positions $ 2,000 $ 2,000 3 Transfer to General Fund Transfer out to General Fund to cover increases in adopted MOUs for POA and PMA $ 2,537,737 $ 2,613,869
4 General Support Allocation Increased related to proposed general support charges $ 88,191 $ 90,498 Total Proposed O&M Appropriations $ 2,951,934 $ 3,042,519 TOTAL PROPOSED PROGRAM APPROPRIATIONS $ 2,951,934 $ 3,042,519 # Item Description

PREVIOUSLY APPROVED APPROPRIATIONS
ATTACHMENT 5
895
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 5
896
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 5
897
Attachment Attachment Description
2023 Council Retreat Small Business Issue
Paper
Council Strategic Planning Session Issue Paper
Small Business Support/Accelerator Program
Measure N Analysis Small Business
Accelerator
Measure N Analysis

ATTACHMENT 5
898
Measure N Analysis
Small Business Support/Accelerator Program
Project Description
The requested expenditure is to provide Measure N funds to direct city investments for design costs, on-site, off-site improvements that benefit small businesses in equity focused areas such as Sacramento Avenue, Broderick/Washington area and Census tract 101.01.

Policy Context
This project implements the Inclusive Economic Development component of Measure N by funding onsite, off-site and design costs for improvements that support small businesses locating in commercial areas within disadvantaged areas of the City. The commercial business areas and off-site infrastructure along Sacramento Avenue, in the Broderick/Washington area, and Census tract 101.01 are some of the oldest buildings in the City that have benefited from the private investment seen in newer commercial areas of the City. This program will enhance the City’s current ad-hoc small business assistance approach and pair it with equitable investments in building design costs, on-site and off-site improvements to reduce barriers to entry for small businesses, with an emphasis on women-owned, minority-owned businesses.

Supplementary Funds
The proposed Measure N funding would not supplant any existing funding. The Measure N funding will augment and expand small business assistance funded by Measure G conducted by economic development staff.

Staff Costs
The proposed Measure N expenditures will not be used to cover City staff costs, but are anticipated to fund costs for on-call architectural services to be provided to prepare City required building plans for small businesses seeking to occupy commercial space.

Desired Outcome
Reduction of time and costs for small businesses to locate or expand in business space in equity focused areas. Increased new business openings, and improved small business support to residents, women-owned and minority owned entrepreneurs and businesses; visible improvements in available commercial building space and adjacent off-site infrastructure, increased private investment.

Theory of Change
The proposed City investment will provide visible and valuable improvements to improve the viability and affordability of existing commercial space and adjacent public infrastructure, while reducing time and costs for small businesses. A purpose-built small business investment program will gain momentum as improvements are seen and word spreads that the City is investing in the area, which will attract new residents, businesses and private investment.

Project Budget
Because this is a new component of the small business program, only a preliminary project budget can be provided. The project budget will be developed further after the program and eligibility criteria are developed and approved by City Council. That criteria will inform the specific commercial buildings and corresponding budget for design costs, on-site and off-site improvements to specific buildings and neighborhood infrastructure. For planning purposes, staff estimate architectural design cost of $20,000 per business, onsite improvements, and off-site improvements of $40,000 per business with an estimated 5 businesses assisted in Year 1. Depending upon the success of the pilot program, staff anticipate a doubling of the budget to serve more businesses in Year 2.

PROJECT ELEMENT Cost Estimate
On-Call Architectural Services
On-Site Improvements
$100,000
$200,000
Off-site Improvements $200,000
Total Project Cost $500,000
Performance Metrics – Number of small businesses assisted to occupy space is available through City business license data. Occupancy rate of commercial space is a readily available metric.

ATTACHMENT 5
899
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 5
900
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 5
901
Measure N Analysis for Proposed EV Charging Rate Subsidy Project Description
Through the Plug-In Partnership Program (PiP) funded by a Green Region grant awarded by the Sacramento Area Council of Governments, the City of West Sacramento will install 72 public EV chargers across the City (10 Level 2 single-port chargers, 26 Level 2 dual-port chargers, and 12 single port Direct Current Fast Chargers).

The growth of EV ownership throughout California coupled with the large number of chargers to be installed in West Sacramento makes it impractical for the City to continue fully subsidizing the cost of electricity for EV charging. The City Council adopted EV charging fees to partially cover the cost of electricity, long-term maintenance, and management of Electric Vehicle Supply Equipment (EVSE) citywide based on a 2-year pilot fee schedule (Resolution 23-30) adopted by the City Council on May 3, 2023.

Because the City is charging a fee that will collect partial recovery, the City will be subsidizing the electricity, long-term maintenance, and management of EV charging stations. It is possible with more charging sessions or through the penalty fees collected, the City will high a higher revenue stream to apply to cost recovery. Staff is requesting $66,000 for the 2-year pilot fee term to support costs of the EV charging program should cost recovery from the fee policy be lower than anticipated and supplemental funding is needed for unexpected costs.

Staff is also proposing an EV Charging Equity Program to offer greater accessibility to EV chargers in disadvantage areas or discounted charging rates on an income-qualified basis. Several considerations will need to be evaluated to develop such a program, including the resources required for program administration, software capabilities of the EV infrastructure, funding limitations, and eligibility criteria.

Staff will return to City Council with a proposed EV Charging Equity Program for consideration. Staff is requesting $65,000 in the upcoming two-year budget to support the potential program.

Policy Context
This supports the 2022 strategic plan goals of “Climate & Energy” and “Mobility and Connectivity” and directly implements the goals, strategies and tactics set forth by: 2035 General Plan, Mayors’ Commission on Climate Change, Mobility Action Plan, and forthcoming Climate Action Plan. This work is critical to supporting the City’s ambitious goals of reducing greenhouse gas emissions contributing to climate change and making EV ownership more accessible and convenient for West Sacramento residents.

Supplementary Funds
N/A.

Staff Costs
The proposed Measure N expenditures may be needed to cover City staff costs should the City collect lower than anticipated EV charging revenues or penalty fees.

Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:

1. Data for the City to understand EV charging demand at the City’s chargers with the proposed pilot rates.

2. Support for increased EV adoption in disadvantaged communities.

ATTACHMENT 5
902
Theory of Change
Staff’s recommended action is based on the premise that if the City Council approves this project the following changes will be effectuated in the City:

1. Increased EV use and adoption given providing a competitive EV charging rate and reliability of EV charging network.

2. With the data from the pilot fee term, staff may be able to propose a fee that will both maximize EV charging station usage and availability and also be sustainable through the fees collected from users.

3. Increased EV use and adoption will reduce greenhouse gas emissions (GhG) associated with the transportation sector and is in alignment with the General Plan, Mayors’ Commission on Climate Change, Mobility Action Plan, and forthcoming Climate Action Plan.

Project Budget
Total cost of the proposed expenditure is $131,000, which is proposed to be funded fully through Measure N:

Use of Funds Source of Funds
Measure N
EV Charging Program Subsidy $65,000
EV Charging Equity Program $66,000
Total $131,000
Performance Metrics
The effectiveness of the above-referenced work will be measured in the following way:

1. Alignment of costs of EV Charging Program with staff estimated costs and demand of EV chargers with estimated demand. Using the pilot fee data, staff can update the fee policy to maximize EV charging station usage and availability.

2. Implementation of an EV Charging Equity Program.

ATTACHMENT 5
903
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 5
904
Measure N Analysis for Proposed Cultural Events Fund
Project Description
The City of West Sacramento recognizes the importance of communities being able to organize events of cultural significance as well as events that promote community cohesion and integration. Although the City has occasionally co-sponsored or waived fees for events that contribute to the city’s unique and vibrant culture, there has not been a dedicated budget to consistently allow for such support. Therefore, funding is requested to support local cultural programming at City facilities and other venues throughout the city. The Cultural Events Fund is intended to offer financial support to organizations to help deliver events that take place within City of West Sacramento limits and support the overall vision and goals of the city, including city-wide economic development, supporting the health and wellness of residents, and promoting diversity, inclusion, and cultural identity. The fund can be used to cover the cost of a city facility or park rental space or pay for other associated event costs.

Policy Context
This project contributes to the City’s vision of supporting local cultural programming which is a Strategic Plan priority for 2023.

Supplementary Funds
The program would be funded with Measure N funds exclusively under the Community Improvement portion of the fund.

Staff Costs
The proposed Measure N expenditures may include covering the cost of staff time during an event receiving the funds (e.g., Police), but there will be no additional direct staffing costs related to this program.

Desired Outcomes
This proposed expenditure is designed to effectuate the following key outcomes:

1. To support local cultural programming, with a non-profit, community serving purpose.

2. Encourage the development and implementation of new cultural events in the city.

3. Support organizations that organize events of cultural significance as well as events that promote community cohesion and integration.

Theory of Change
Staff’s recommended action is based on the premise that if the City does not approve the creation of a Cultural Events Fund that the City will be unable to fund supporting local cultural programming.

Project Budget
Total cost of the proposed expenditure is $50,000 annually, which is proposed to be funded fully through Measure N.

Performance Metrics
The effectiveness of the above-referenced work will be measured in the following way:

1. Increase the number of culturally significant events in the city.

2. Increase community participation in culturally significant events in the city.

ATTACHMENT 5
905
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
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 5
906
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 5
907
Measure N Analysis for Proposed CIP-11041
Sidewalks and Transportation Equity Program
Project Description
West Sacramento’s development patterns run on a North to South timeline, with the earliest settlement occurring in one small neighborhood along the River on a tight grid system, then spreading West and South, with small lot residential and mid-century homes in central parts of the City. Continuing South, development tapers into the typical suburban styles of development of the 1980s through early 2000’s, where sidewalks are in fairly good condition and have a higher degree of coverage and connectivity. As these later developments occurred, a patchwork of sidewalk requirements in the formerly rural neighborhoods was left, creating glaring sidewalks gaps along high demand corridors in the South as well, including the primary route to River City High School (the only high school serving all of West Sacramento).

More importantly, there is a distinct socio-economic divide between the older, Northern neighborhoods and the Southern and Eastern areas. Significant dense, infill development along the City’s northeastern Riverfront has brought improvements to a limited area of the North, include the installation of high visibility bike lanes and cross walk, frontage improvements, and a segment of Class 4 cycle track. As the City has grown over time, the majority of pedestrian infrastructure investment have tracked with new development, wherein impact fees support the construction of new sidewalks or repair of deficiencies.

However, this common practice has resulted in severe inequities and disproportionate investment in the City.

Good quality pedestrian infrastructure supports walking as a viable mode choice and encourages healthy physical activity. Presence and quality of sidewalks have been found to be significant predictors of perceived safety and general satisfaction in the pedestrian environment. This project would develop the City’s very first Sidewalk Program. By completing a citywide sidewalks inventory and assessment, the City would for the first time be able to view the pedestrian network holistically, and understand fully the extent of its sidewalk gaps, deficiencies, and general liabilities to begin planning for future investments. After completing the inventory and assessment, the City would work to develop a set of project selection/prioritization criteria that ensure the highest level of social equity possible by focusing on disadvantaged communities (where it is know the highest concentration of sidewalk deficiencies exist), Seniors, and Safe Routes to School/Parks. This element of the City’s Sidewalk Program development will rely heavily on coordination with stakeholders, partners, and active community engagement to ensure that the prioritization framework reflects community values.

Policy Context
This project continues to fulfill the vision of the City’s 2018 Bicycle, Pedestrian, and Trails Master Plan. In addition, this project effectuates a Top Priority of the 2022 Strategic Plan Policy Agenda “Equitable Investment Strategy/Programs” and Management Agenda “Mobility Action Plan Implementation.” Supplementary Funds
The $82,063 of Measure N funds is the local match for the $258,417 of the FY 21-22 Caltrans Sustainable Communities Grant funds (SB 1). This is inclusive of contingency as approved by City Council on May 18, 2022.

Staff Costs
The proposed Measure N expenditures will cover any City staff costs as necessary for implementation of the project. For this project, these will generally include study/plan development, overall project management, and associated administrative costs.

ATTACHMENT 5
908
Desired Outcomes
The primary objectives of the Sidewalk Transportation & Equity Program (STEP) is to establish the data, processes, policies, and programs necessary for the City to equitably invest in sidewalk gap closures, repairs, and maintenance. The high level objectives of this work are to develop a safe, connected pedestrian network that can encourage greater shift to active transportation modes, which supports the City/Region/State's Climate initiatives; reduce injuries and collisions involving pedestrians; encourage greater physical activity and connections to Parks/Open space, which supports improved community health outcomes; and most importantly, develop a Project Prioritization Framework and policies that center on social equity and help the City ensure that transportation investments are targeting neighborhoods that rely the most on walking, biking and transit, while helping to address historical damages and disproportional impacts of the transportation system on these communities.

Theory of Change
Staff’s recommended action is based on the premise that if the City Council approves this project the following changes will be effectuated in the City:

1. The Sidewalks and Transportation Equity Program will document existing conditions and challenges, identify a prioritized list of Sidewalk gap closure/improvement projects, and develop an investment strategy to immediately enter into the design and implementation of top priority projects. STEP represents the City’s first stride to rectify its severely lacking pedestrian database, planning resources, and CIP prioritization process to ensure that residents of DACs receive equitable investments in their transportation needs, and support the vital economic, environmental, and social co-benefits associated with a safe pedestrian network.

2. Realization of the vision of the City’s 2013 and 2018 Bicycle, Pedestrian, and Trails Master Plan and the Mobility Action Plan of providing one of the nation’s top bicycle and pedestrian friendly communities will be continued. The Plan will identify projects for the City to pursue that will improve accessibility, mobility, safety, and quality of life.

3. Implementation of a Top Priority of the 2022 Strategic Plan Policy Agenda “Equitable Investment Strategy/Programs” and Management Agenda “Mobility Action Plan Implementation.”

4. Development of an equitable prioritization framework that the City can consider to apply to its entire CIP.

5. If the City Council does not approve this project, none of the above changes will occur in the City.

Project Budget
Total cost of the proposed expenditure is $340,480, which is proposed to be funded fully through a federal grant and Measure N:

Use of Funds Source of Funds Total Federal Grant Measure N Study/Plan Development $258,417 $82,063 $340,480
Total $258,417 $82,063 $340,480
The project is consistent with all three uses of Measure N funds – public safety, inclusive economic development, and community improvements.

Performance Metrics
The effectiveness of the above-referenced work will be measured in the following way:

ATTACHMENT 5
909

1. Utilizing the provided funding, the Sidewalks and Transportation Equity Program is developed. It documents existing conditions and challenges in the pedestrian network, identifies 5 priority projects for the City based on prioritization metrics that reflect community values, and propose an implementation plan that includes funding opportunities to realize the improvements.

2. The Sidewalks and Transportation Equity Program’s projects and recommendations are implemented or pursued.

ATTACHMENT 5
910
CITY OF WEST SACRAMENTO ATTACHMENT 6

AMERICAN RESCUE PLAN (ARP) - SPENDING PLAN
Adopted

7.20.2022
Proposed/
Revised
Difference Notes
ARP REVENUE $ 11,773,300 $ 11,773,300 $ -

EXPENDITURES
Non-Congregate Interim Housing $ 2,611,462 $ - $ (2,611,462) Project Homekey Phase II $ 2,611,462 $ - $ (2,611,462) Federally compliant real estate transaction very time consuming. Yolo CountyProject Roomkey motel lease set to expire. Council approved motel purchase using local funds to provide housing for homeless prior to County motel lease expiration.

Infrastructure $ 8,611,088 $ 8,168,821 $ (442,267)
Corp Yard Phase II - O&M Transition $ 3,000,000 $ 3,000,000 $ - This project was bid last year unsuccessfully. Rebid recently. Proposals due in May. Hope to obligate funds/execute contract in July.

City Hall HVAC Replacement $ 3,000,000 $ 3,500,000 $ 500,000 In process. Will be obligating funds in the next few weeks.

Fire Station #45 Improvements $ 500,000 $ 500,000 $ - In process. RFP closed early May 2023. Funds ahould be obligated within next few weeks.

Police Department Improvements $ 850,000 $ 850,000 $ - In process. Finalizing design, then will do RFP and remaining funds will be obligated for construction.

Bryte Park Master Plan Improvements $ 1,261,088 $ 318,821 $ (942,267) Received County ARPA Subaward. Reduced City ARPA funds alloated to this project to ensure funds are spent within the required timeframe. Design contract expected to be obligated June 2023.

Public Safety Equipment $ 100,000 $ 98,844 $ (1,156)
Self-Contained Breathing Apparatus, Individual Mask Mounted Regulators for Fire Department
$ 100,000 $ 98,844 $ (1,156) Completed.

Non-Profit Subawards $ 450,750 $ 450,750 $ -
Center for Land-Based Learning, Mobile Food Market $ 300,750 $ 300,750 $ - Subaward executed.

First 5, Welcome Baby Program $ 150,000 $ 150,000 $ - Subaward in process. Should be executed before end of June.

Staffing/Labor Costs $ - $ 3,054,885 $ 3,054,885
Homeless Housing Property Manager, Facility Maintenance $ - $ 864,470 $ 864,470 New positions supporting Interim Homeless Housing Program. Funds obligated.

One-Time MOU Bonus $ - $ 2,190,415 $ 2,190,415 Funds reported as spent in most recent ARPA quarterly report.

TOTAL PLANNED EXPENDITURES $ 11,773,300 $ 11,773,300 $ - BALANCE/UNCOMMITTED $ - $ - $ -
911
ATTACHMENT 7 - REQUESTS NOT PROPOSED TO MOVE FORWARD
DP # Title Department Funding Source FY 2023/24
One-Time
FY 2023/24
Ongoing
FY 2024/25
One-Time
FY 2024/25
Ongoing
Comments
388 Police Department Financial Specialist Position Police General Fund - 79,349 - 79,349 Did not want to use capacity for positions that do not
mitigate operational gaps.

Finance to pilot program to
provide additional support in
this area
422 Technology Software Upgrade and Cost Increase Fund Police General Fund - 50,000 - 50,000 Not necessary. General Fund contingency exists for this
purpose
423 Property/Evidence Electronic Locker System Police General Fund 10,900 1,908 10,900 1,908 Absorbed in budget 441 Rec Center 9515 Extra Help Compaction Parks & Recreation General Fund - 134,963 - 134,963 Will evaluate Citywide 445 Public Works Training & Regulations Public Works Various - 49,750 - 49,750 Will evaluate Citywide 460 Permanent Records Scanning City Manager's Office Community Development Fund
150,000 - - - On agenda separately for
Council consideration in
advance of budget
493 Training Budget Increase for Community Development
Divisions
Community Development Various - 54,350 - 54,350 Will evaluate Citywide 498 Recreation Center Extra Help Salary Range Adjustment Parks & Recreation General Fund - 38,078 - 38,078 Will evaluate Citywide 455 Retail Cannabis Equity Pilot Project Community Development General Fund 250,000 - - - Applied for grant funding 479 Transportation Division Grant Writing Services Community Development General Fund - 25,000 - 25,000 Replaced with DP 502 484 Community Development Grant Writing Services Community Development General Fund - 15,000 - 15,000 Replaced with DP 502 Total Declined Requests $ 410,900 $ 448,398 $ 10,900 $ 448,398 ATTACHMENT 7
912
GENERAL OPERATING FUND FY 2022/23 FY 2022/23 FY 2023/24 FY 2024/25 REVENUES Budget Projections Request Request
Property Tax $ 32,358,953 $ 33,286,591 $ 34,637,524 7% $ 35,735,161 3% Sales Tax $ 24,968,834 $ 24,192,101 $ 24,525,833 -2% $ 25,333,268 3% Transient Occupancy Tax $ 2,126,932 $ 2,500,000 $ 2,575,000 21% $ 2,652,250 3% Other Taxes $ 1,677,309 $ 1,722,124 $ 1,781,536 6% $ 1,831,703 3% Intergovernmental $ 317,256 $ 311,291 $ 320,656 1% $ 325,086 1% Licenses & Permits $ 297,695 $ 317,401 $ 320,150 8% $ 320,150 0% Fines & Forfeitures $ 185,000 $ 156,685 $ 156,000 -16% $ 156,000 0% Current Service Charges $ 5,517,972 $ 5,043,633 $ 5,174,535 -6% $ 5,372,535 4% Cannabis Revenue $ 800,000 $ 500,000 $ - -100% $ - 0%
Other Revenues $ 575,000 $ 360,236 $ 334,000 -42% $ 339,000 1% Transfers In $ 1,185,862 $ 1,185,861 $ 904,350 -24% $ 940,199 4% Measure N Reimbursement - Police MOU $ 2,837,484 $ 2,837,484 $ 2,768,487 -2% $ 2,613,869 -6% TOTAL ONGOING REVENUES $ 72,848,297 $ 72,413,408 $ 73,498,071 1% $ 75,619,221 3%

CHECK TRUE

EXPENSES
Salaries & Wages $ 32,949,326 $ 32,094,753 $ 32,073,408 -3% $ 32,322,038 1% Pension Expense $ 9,291,618 $ 9,242,786 $ 9,539,491 3% $ 10,403,392 9% OPEB Expense $ 1,324,932 $ 1,198,323 $ 1,284,641 -3% $ 1,371,219 7% Other Benefits $ 5,005,443 $ 4,829,361 $ 5,459,313 9% $ 5,597,158 3% Payroll Reimbursement Offset $ (944,000) $ (990,728) $ (949,500) 1% $ (949,500) 0% Operations & Maintenance $ 7,508,414 $ 7,377,882 $ 7,496,115 0% $ 7,535,945 1% Non-Operating $ 3,844,761 $ 4,344,717 $ 4,071,006 6% $ 4,180,184 3% Debt Payments $ 47,549 $ 104,799 $ 77,250 62% $ 77,250 0% Capital Outlay $ 326,407 $ 145,957 $ 126,407 -61% $ 86,407 -32% Cost Allocation Transfer $ 9,302,962 $ 9,386,839 1%
Transfers Out $ 12,660,760 $ 13,886,662 $ 2,887,735 $ 2,853,669 -1% TOTAL ONGOING EXPENSES $ 72,015,210 $ 72,234,511 $ 71,368,826 -1% $ 72,864,600 2% CHECK
NET ONGOING SURPLUS/(DEFICIT) $ 833,087 $ 178,897 $ 2,129,245 $ 2,754,621 PROPOSED ONGOING ADJUSTMENTS $ (295,133) $ (424,291)
Proposed Net Ongoing Surplus/(Deficit) $ 2,424,378 $ 3,178,912

GENERAL ONE-TIME FUND
One-Time Revenues $ 3,000,000 $ 3,000,000 $ - $ -
One-Time Expenses $ 4,106,433 $ 4,106,433 $ 1,000,000 $ 1,000,000 NET NONRECURRING SURPLUS/(DEFICIT) $ (1,106,433) $ (1,106,433) $ (1,000,000) $ (1,000,000) Beginning Fund Balance $ 11,380,371 $ 11,380,371 $ 10,452,836 $ 11,582,081 ENDING FUND BALANCE $ 11,107,026 $ 10,452,836 $ 11,582,081 $ 13,336,702 PROPOSED ONE-TIME ADJUSTMENTS $ 7,332,159 $ 990,000
Ending Fund Balance $ 4,545,055 $ 5,733,967
Available for Ongoing $ 2,424,378 $ 3,178,912
Available for One-Time $ 2,120,677 $ 2,555,055
-4%

GENERAL FUND SUMMARY

BEFORE PROPOSED SUPPLEMENTAL ADJUSTMENTS
ATTACHMENT 8
913