Agenda packet — West Sacramento City Council, November 15, 2023 (part 3 of 3)

334
Attachment 3
RESOLUTION 23-91

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO ADOPTING AMENDMENTS TO THE BUDGET FOR FISCAL YEARS 2023/24 AND 2024/25 TO FUND THE BATTALION CHIEFS’ ASSOCIATION MOU
WHEREAS, the City Council adopted the biennial Operations and Maintenance (O&M) budget for Fiscal Years 2023/24 and 2024/24 on June 28, 2023; and WHEREAS, in November 2022, the four Battalion Chiefs filled a Petition for Exclusive Recognition as a bargaining unit, the Battalion Chiefs’ Association (BCA), and the BCA was recognized by the City Manager in February 2023; and
WHEREAS, representatives from the BCA and the City began negotiating in good faith on June 6, 2023; and
WHEREAS, a tentative agreement was reached and signed by BCA on November 9, 2023; and

WHEREAS, the budget amendments are required to fund the costs of the proposed MOU in FY 2023/24 and 2024/24; and

WHEREAS, the City Council has considered all information related to this matter, as presented at the public meetings of the City Council identified herein, including any supporting reports by City staff, and any other information provided during public meetings.

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

1. The City Council hereby approves amendments to the ongoing General Fund Budget for fiscal year 2023/24 in the amount of $106,539 and for fiscal year 2024/25 in the amount of $180,170, and amendments to the one-time General Fund Budget of $27,009 in FY 2024/25 as follows:

FY 2023/24 SOURCES
$106,539 101-0000-3110 General Fund Balance
$106,539 TOTAL SOURCES FY 2023/24
FY 2023/24 USES
$106,539 101-9151-5111 General Fund Salaries & Wages
$207,179 TOTAL USES FY 2023/24
FY 2024/25 SOURCES
$207,179 101-0000-3110 General Fund Balance
$207,179 TOTAL SOURCES FY 2024/25
FY 2024/25 USES
$180,170 101-9110-5111 General Fund Salaries & Wages
$27,009 101-9110-5118 General Fund Non-PERSable Pays
$207,179 TOTAL USES FY 2024/25
*Note: Interfund Transfers (Grey Text) are not included in totals above so as not to duplicate total financial impacts. 335
Resolution 23-91 BCA MOU

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

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

PASSED AND ADOPTED by the City Council of the City of West Sacramento this 15th day of November 2023, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
336

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 15, 2023 ITEM # 9
SUBJECT:

CONSIDERATION OF RESOLUTION 23-76 SETTING THE TIME AND DATE FOR THE 2024/25 REGULAR MEETINGS OF THE CITY COUNCIL
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Amanda Berlin, Assistant City Manager
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this report is to seek Council approval of the City Council meetings scheduled for February 1, 2024 through January 31, 2025.

RECOMMENDED ACTION
It is respectfully recommended that the City Council adopt Resolution 23-76 setting the time and date for City Council meetings commencing February 1, 2024 through January 31, 2025.

BACKGROUND
The City Council generally meets on the first and third Wednesdays of the month. In the fall of each year, the Council reviews the meeting calendar with consideration given to holidays and other regular Council obligations.

Resolution 23-76 sets a regular Council meeting schedule for 2024/25 which takes into consideration holidays and other scheduling conflicts. This schedule will reduce the need to cancel and/or schedule special meetings.

ANALYSIS
Resolution 23-76 keeps, as much as possible, with the designated first and third Wednesdays of each month with the following exceptions:
 Pursuant to Resolution 22-136 the Council is currently scheduled to meet on January 17, 2024, and staff is recommending not scheduling a meeting on February 7 (first Wednesday) but scheduling a meeting on February 21 (third Wednesday) to allow for scheduling two consecutive meeting days in February, to be determined at a later date, for the annual Council strategic planning session.  Due to the Washington Unified School District Spring Break schedule and the Metro Chamber Annual Cap-to-Cap event (which Council attends) scheduled for April 13-17, 2024, staff is proposing to schedule a meeting on April 10 (second Wednesday) and not schedule meetings on April 3 (first Wednesday) or April 17 (third Wednesday). If necessary, a special meeting could easily be scheduled to accommodate any date sensitive items.
 Staff is recommending not scheduling a meeting on July 3 due to the July 4 holiday.  Staff is recommending not scheduling a meeting on September 4 due to the Labor Day holiday.  Due to the League of California Cities Annual Conference and Expo (which Council and many staff attend) scheduled for October 16-18, 2024, staff is recommending not scheduling a meeting on October

16.  Due to the holiday season, staff recommends meeting once in December on the 4th and not scheduling meetings on December 18 or January 1, to allow for a holiday break until January 15, 2025. The meeting on December 4 will also accommodate the planned Executive Team Retreat schedule. A Special Meeting may need to be scheduled for the swearing-in of re-elected and/or newly elected members of the City Council depending on the date of Yolo County’s certification of the 2024 elections.

Environmental Considerations
N/A
337
Resolution 23-76 Council Meeting Calendar
November 15, 2023

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Commission Recommendations
N/A
Strategic Plan Integration
N/A
Alternatives
The Council may choose to keep the regular meeting schedule on the first and third Wednesdays of the month and cancel meetings or hold special meetings, as necessary.

Coordination and Review
N/A
Budget Cost Impact
N/A

ATTACHMENT
1) Resolution 23-76
338
RESOLUTION 23-76

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO SETTING THE TIME AND DATE FOR THE FEBRUARY 2024 - JANUARY 2025 REGULAR

MEETINGS OF THE CITY COUNCIL
WHEREAS, Municipal Code Section 2.04.010(c) states that the time of regular City Council meetings shall be set by resolution and may be amended from time to time; and NOW, THEREFORE, BE IT RESOLVED that the City Council sets the time and date for regular meetings of the City Council for February 2024 through January 2025 at 7:00 p.m. (between 6:00 - 6:30 p.m. for closed sessions) as follows:

February 21, 2024
March 6 & 20, 2024
April 10, 2024
May 1 & 15, 2024
June 5 & 19, 2024
July 17, 2024
August 7 & 21, 2024
September 18, 2024
October 2, 2024
November 6 & 20, 2024
December 4, 2024
January 15, 2025
BE IT FURTHER RESOLVED that prior to the end of each calendar year, a calendar of regular meetings will be adopted for the subsequent calendar year.

PASSED AND ADOPTED this 15th day of November 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
339

CITY OF WEST SACRAMENTO AGENDA REPORT
MEETING DATE: November 15, 2023 ITEM # 10
SUBJECT:

PUBLIC WORKSHOP REGARDING PROPOSED AMENDMENTS TO TITLE 17 (ZONING)

OF THE MUNICIPAL CODE TO FACILITATE TINY HOMES ON WHEELS AS LEGAL

DWELLINGS
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:

David Tilley, Principal Planner
Community Development Department
[ ] Commission [X] Staff
[ ] Other
ATTACHMENT [X] Yes [ ] No [ ] Information [X] Direction [ ] Action

OBJECTIVE
This item is a public workshop regarding proposed amendments to Title 17 (Zoning) of the Municipal Code to accommodate tiny homes on wheels as legal dwellings.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Receive a presentation from staff;

2. Take public comment in a workshop format; and

3. Provide direction to staff regarding the proposed Municipal Code amendments.

BACKGROUND
Tiny homes are those that are typically under 600 square feet and are intended to be minimally impactful on the environment. Some may be very small; for example, some may be 200 square feet or less (10’ x 20’). Tiny homes typically range in size depending on the local jurisdictional requirements, may be placed and used on a variety of sites, ranging from the backyards of existing homes to isolated rural settings. Tiny homes may or may not be constructed on a chassis (with or without axles and/or wheels). Tiny homes built on a permanent foundation are currently allowed under Title 17 of the West Sacramento Municipal Code, provided they comply with all requirements pertaining to residential construction, such as utility connections and life safety requirements. From a zoning standpoint the mere size of the home is largely not relevant if it is proposed on a residential parcel.

A variant of tiny homes is those that are built on a chassis with wheels and may be towed from one location to another. Tiny homes on a chassis and wheels (THoWs) are legally considered vehicles regulated by the Department of Motor Vehicles (DMV). THoWs are currently allowed in mobile home parks pursuant to State law that are regulated by HCD (see Figure 1 below). This means that they are not subject to building codes and do not count as housing units toward the City’s housing production goals in the Housing Element of the General Plan, according to HCD. THoWs meet the City’s current definition of a trailer, which is defined as “a vehicle with or without motor power, which is designed or used for hauling materials or vehicles, or for human habitation, office, or storage including camper, recreational vehicle, travel trailer, and mobile home, but not including mobile homes on a permanent foundation.”
340
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Figure 1 THoW examples
Trailers are excluded from the definition of a dwelling unit, which is “one or more rooms designed, occupied, or intended for occupancy as separate living quarters, with full cooking, sleeping, and bathroom facilities for the exclusive use of a single household. Excludes tents, cabins, boats, trailers, dormitories, labor camps, hotels, and motels.” This means that a THoW is not considered a legal dwelling unit under the Zoning Code when proposed to be located outside of an RV park, campground, mobile home park, etc.

If ultimately desired by the City Council, the City could entertain THoWs as a land use type and allow them outside of RV parks and the like. Other communities, such as Santa Cruz County, Placer County, and the City of Oakland, have passed ordinances to accommodate THoWs with varying requirements. THoW would still be legally vehicles and thus not subject to building codes but would be subject to other land development-related sections of the City’s Municipal Code. It’s unclear if THoWs would count toward the City’s housing obligations as provided for in the Housing Element of the General Plan. Given that the City’s target by 2029 is more than 9400 units it’s unlikely that THoWs would contribute much toward the goal.

Beginning in 2020, the City has been monitoring a THoW that was placed and occupied on a residential lot in the Bryte neighborhood (see Figure 2 below). Under current Municipal Code standards, this THoW is noncompliant for several reasons - most notably that it is not a legal dwelling type and not connected to municipal utilities such as water or sewer, instead utilizing a neighbor’s garden hose to supply the unit with domestic water and a compost toilet. In addition, the THoW is not connected to electrical or gas utilities, relying on solar panels.

After Code Enforcement began enforcing the violations based on a complaint, activity on enforcement has slowed and paused to allow the property owner an opportunity to work towards compliance.

Figure 2 THoW in Bryte
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ANALYSIS
Staff has identified three possible options when it comes to the legality of THoW in West Sacramento:
 Pathway 1 maintains the status quo, thus limiting THoW to RV parks, campgrounds, etc. where suitable sanitation facilities and stable, adequate utilities are available. If Council were to direct staff to this option, abatement of the code violations would resume on active code enforcement cases, including on the THoW referenced above in Bryte. It should be noted that Code Enforcement staff have received and abated other ThoW cases; roughly six individual cases over the past 18 months. The nature of the other (now closed) cases were travel trailers and RVs that had been moved into the rear yards of existing residential properties and occupied as ADUs.
 Pathway 2 treats ThoWs as accessory dwelling units (ADU). ADUs are those dwellings built on a residential lot where there is already a primary dwelling. In response to the housing crisis, the State legislature has enacted a number of laws that create an easier path for property owners to densify their residential properties through the construction of accessory units without requiring discretionary approvals. If the Council is amenable to allowing THoWs on single-family residential properties, staff recommends this option, with the provision of requirements to employ higher design standards than what would be seen on RVs and travel trailers. In this scenario, an administrative permit would be necessary to ensure the proposed THoW meets the criteria such as utility connections, construction of an adequate parking pad for the THoW, and design features. The review process would also include the assessment of applicable impact fees. Since the THoW would still be considered a vehicle, it is not reviewed through the typical building permit process.
 Pathway 3 would allow THoWs as ADUs and/or primary dwellings on residential lots. In this scenario, the City would still require typical development standards such as connections to City utilities, an improved building pad, paved parking, and would adopt similar design standards as noted above for ADUs. Design standards could include, but not be limited to, door and window design, eaves, exterior cladding materials, roof pitch, skirting of wheels and chassis, etc.

The following table summarizes the three options:

Pathway 1- Status Quo Pathway 2: THoW- ADU only Pathway 3: Pathway 2 plus allow THoW as a primary unit
Anything legally a vehicle is
prohibited as a dwelling outside of
a park or campground
Amend municipal code to allow a
vehicle to be used as an ADU
Amend municipal code to allow a
vehicle to be used as a primary
dwelling
“Tiny” homes could be primary or
secondary (pre-manufactured or
stick-built)
Could not be self-propelled Could not be self-propelled Need design standards such as
pitched roof, eaves, windows,
complementary siding and roofing
materials to the primary dwelling,
etc.

Need design standards such as
pitched roof, windows, eaves,
conventional siding and roofing
materials, etc.

Conventional connections to wet
and dry utilities
Conventional connections to wet
and dry utilities
Built to ANSI or NFPA standard1 Built to ANSI or NFPA standard Size limit to what can be
transported on public roads (<400
sf)
Size limit to what can be
transported on public roads (<400
sf)
Follow ADU law for fees, fire
sprinklers, short-term rental
prohibition, etc.

All applicable impact fees
(adjusted for proportionality)
1 A movable tiny house shall comply with the National Fire Protection Association 1192 Standard on Recreational Vehicles or the American National Standards Institute A119.5 Park Model Recreational Vehicle Standard. (Tiny Home Industry Association website) 342
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Pathway 1- Status Quo Pathway 2: THoW- ADU only Pathway 3: Pathway 2 plus allow THoW as a primary unit
Connect to power grid Fire sprinklers per Fire
Department
Improved building pad; frontage
improvements
Connect to power grid
Staff’s proposed changes to the Municipal Code are listed below (see Attachment 1, Draft Ordinance 23-X).

17.08.040 Supplemental Regulations
E. Tiny Homes on Wheels. Tiny Homes on Wheels may only be deployed as an Accessory Dwelling Unit and are subject to those standards contained within 17.30.040 (Accessory Dwelling Units) in addition to:

1. Design and Materials. The exterior design and materials of the Tiny Home on Wheels shall be visually compatible with the primary dwelling regarding the roof, building walls, doors, windows, horizontal/vertical expression, and architectural detail.

2. Public Utilities. The Tiny Home on Wheels shall be connected to the City water and sewer systems or on an approved well and/or septic system where City services are not available. Connection to electrical and/or gas service is also required.

3. Administrative Approval. A proposed Tiny Home on Wheels must receive administrative approval from the Community Development Department prior to be transported to the project site. Fees for said approval shall per the adopted fee schedule contained within the Book of Fees.

4. Additional criteria can be found in Exhibit A (see Attachment 2, Exhibit A (Additional Design Criteria)).

17.51.020 Definitions
Dwelling Unit. One or more rooms designed, occupied, or intended for occupancy as separate living quarters, with full cooking, sleeping, and bathroom facilities for the exclusive use of a single household. Excludes Tiny Homes on Wheels when used as an accessory dwelling unit, tents, cabins, boats, dormitories, labor camps, hotels, and motels.

Tiny Home on Wheels.

1. Is a detached self-contained unit, designed and built to look like a conventional building structure, and which includes basic functional areas that support normal daily routines such as cooking, sleeping, toilet, and bathing facilities; and

2. Is licensed and registered with the California Department of Motor Vehicles; and,

3. Meets the National Highway Traffic Safety Administration regulations (Federal Motor Vehicle Safety Standards- Title 49 of the Code of Federal Regulations), American National Standards Institute (ANSI) 119.5 requirements or the National Fire Protection Association (NFPA) 1192 RV standards and is certified for ANSI or NFPA compliance. Certification must be made by a qualified third-party inspector; and,

4. Is towable by a bumper hitch, frame-towing hitch, or fifth wheel connection and cannot move under its own power; and,

5. Is a minimum of 150 square feet and maximum of 400 square feet as measured within the exterior faces of the exterior walls.

Trailer. A vehicle with or without motor power, which is designed or used for hauling materials or vehicles, or for human habitation, office, or storage including camper, recreational vehicle, travel trailer, and mobile home, but not including mobile homes on a permanent foundation and Tiny Homes on Wheels when used as an accessory dwelling unit.

Staff is seeking the input from the City Council on the possibility of creating a regulatory framework to allow Tiny Homes on Wheels in West Sacramento. Since tiny homes as ADUs are already sufficiently addressed, staff has focused on how existing regulations might be revised to accommodate THoWs, should the Council support such an approach. The critical issues for THoWs revolve around how to address basic health and public safety 343
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considerations; sewage connections/disposal, electric power/natural gas provision, and potable water. Another important factor to consider is that these units are not constructed in a way that is intended to serve a permanent habitation.

Environmental Considerations
Staff anticipates the proposed Municipal Code updates to be eligible for a categorical exemption from CEQA review pursuant to §15305 (Minor Alterations in Land Use Limitations) of the CEQA Guidelines.

Commission Recommendation
This item was heard in a workshop before the Planning Commission on September 7, 2021. Two members of the public provided verbal comments including a representative from the Tiny Home Industry Association. Staff presented the three pathways with the initial staff recommendation being to allow THoWs as ADU’s only. Overall, the Commission supported the concept of recognizing THoWs as legal dwellings (primary or accessory).

Strategic Plan Integration
This proposed code updates advance the 2023 Policy Agenda strategic principal Housing & Homelessness:
provide housing options for everyone and services for the most vulnerable members of society.

Alternatives
The Council’s primary alternatives are summarized below.

1. Conduct the public workshop and provide direction to staff.

2. Continue the item to a future date and request additional information be provided at that time.

Alternative 1 is staff’s recommendation. Staff is prepared to effectuate Alternative 2 at the Commission’s direction.

Coordination and Review
The project was coordinated with staff from the City Attorney’s Office, the Fire Department, and the Economic Development & Housing Department.

ATTACHMENTS

1. Draft Ordinance 24-X

2. Exhibit A (Proposed Additional Design Criteria)
344
Attachment 1
ORDINANCE NO. 24-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO AMENDING TITLE 17 (ZONING) OF THE MUNICIPAL CODE PERTAINING TO TINY HOMES

ON WHEELS
The City Council of the City of West Sacramento does ordain as follows:

Section 1. Purpose. The purpose of this Ordinance is to make various amendments to the Zoning Code pertaining to Tiny Homes on Wheels.

Section 2. Authority. The City Council enacts this Ordinance in accordance with the authority granted to cities by State law.

Section 3. Amendment. The following sections of the West Sacramento Municipal Code are hereby amended to read as follows:

2. Public Utilities. The Tiny Home on Wheels shall be connected to the City water and sewer systems or on an approved well and/or septic system where City services are not available.

4. Additional criteria can be found in Exhibit A.

Tiny Home on Wheels. A vehicle intended for human habitation as an accessory dwelling unit that is built on a chassis and complies with National Highway Traffic Safety Administration regulations (Federal Motor Vehicle Safety Standards- Title 49 of the Code of Federal Regulations). They must also comply with the National Fire Protection Association 1192 RV Standard. Tiny Homes on Wheels are typically less than 600 square feet of floor area.

Section 5. Severability Clause. If any section, subsection, paragraph, sentence, clause or phrase of this Ordinance for any reason shall be held to be invalid or unconstitutional, the decision shall 345
Attachment 1
not affect the remaining portions of the Ordinance. The Council of the City of West Sacramento hereby declares that it would have passed this Ordinance and each article, section, subsection, paragraph, sentence, clause or phrase which is a part thereof, irrespective of the fact that any one or more articles, sections, subsections, paragraphs, sentences, clauses or phrases are declared to be invalid or unconstitutional.

Section 6. Effective Date and Publication. This Ordinance shall take effect 30 days after its adoption, and pursuant to Resolution 99-46, published in summary format prior to adoption and within 15 days after adoption in a newspaper of general circulation published and circulated within the City of West Sacramento.

Section 7. CEQA. A Categorical Exemption has been prepared for this ordinance in compliance with the provisions of the California Environmental Quality Act.

PASSED, APPROVED AND ADOPTED by the City Council of the City of West Sacramento on this ____ day of _____________, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST: APPROVED AS TO FORM:
_________________________ ___________________________
Jennifer Cusmir, City Clerk Jeffrey Mitchell, City Attorney CODIFY XX__ UNCODIFY ____
346
Attachment 2

EXHIBIT A
Draft Tiny Home on Wheels Design Criteria

1. Design. To be considered the THoW shall be mounted on a wheeled trailer chassis and designed and built to look like a conventional residential structure, using conventional building materials, and is thus architecturally distinct from traditional mobile homes and recreational vehicles.

2. Maximum Floor Area. The maximum square footage of habitable floor space for a THoW shall be 450 square feet.

3. Address. The THoW shall obtain a separate address with issuance of an electrical permit.

4. Qualifying Features. The THoW shall include a bathroom, kitchen, and a sleeping area.

5. Certification. The THoW shall comply with standards set forth in California Health and Safety Code 18027.3 (i.e., ANSI 119.5 and NFPA 1192). A THoW shall be certified by a recognized national certification body as complying with these standards and a certified label shall be placed on the moveable tiny house to demonstrate compliance.

6. One Story. THoW are limited to one story. Lofts up to 48” in height do not constitute a second story.

7. Screened Undercarriage. The THoW’s undercarriage, including wheels, axles, tongue, and hitch, shall be concealed from view, using materials that are similar to the materials used on the main body of the THoW .

8. Egress. The THoW shall have a minimum of two means of egress, one of which shall be the main entrance and one of which shall be in each sleeping area. Entrance and egress stairs, pathways, and windows shall be constructed in accordance with state standards.

9. Appearance. THoW shall resemble conventional residential structure rather than a recreational vehicle. This shall be done by incorporating design features and materials typically used for houses (e.g., siding, roofing, pitched roofs, eaves, residential windows, etc.). See example below:

10. Living Area Extensions. The roof and all exterior walls shall not be fixed with slide347 Attachment 2
outs, tip-outs, or other forms of mechanically articulating room area extensions.

11. Water and Sewer. The THoW shall connect to City water and sewer where available.

Where these services are not available, a THoW shall be served on an on-site well and sewage disposal facilities approved by the Yolo County Environmental Health department.

12. Energy. THoWs shall incorporate an electrical subpanel. Building permits may be required.

13. Mechanical Equipment. All mechanical equipment incorporated into the structure other than solar energy panels or collectors.

14. Tie Down. A THoW tiny home shall be tied down with anchors or otherwise stabilized as designed by the manufacturer.

15. Porches and Decks. Structures such as porches, decks, sheds, and gazebos shall be designed to detach from the moveable tiny house. Uncovered porches or decks less than thirty (30) inches in height and less than two hundred (200) square feet do not require building permits. Permanent roofed structures over one hundred twenty (120) square feet do require building permits.

16. Wind Loads. A moveable tiny home shall be constructed to withstand minimum wind loads for the proposed parking location.

17. Parking Pad. The wheels shall be skirted or removed and shall sit with leveling or support jacks on a paving surface designed in accordance with Title 17 (Zoning) of the WSMC.

18. Parking. THoWs shall not require additional parking when proposed as an ADU.

19. Emergency and Rescue Openings. All THoWs shall have emergency escape and rescue openings sufficient to ensure emergency escape, including a means of escape, if not an exterior passage door, from each sleeping space that provides an opening of sufficient size to permit the unobstructed passage, with its major axis parallel to the plane of the opening and horizontal at all times, of an ellipsoid generated by rotating about the minor axis an ellipse having a major axis of 24 in. (610 mm) and a minor axis of 17 in. (432 mm). An exterior passage door, if used for a means of escape, shall provide an unobstructed opening with a minimum horizontal dimension of 18 in. (432 mm) and a minimum vertical dimension of 48 in. (1219 mm). Egress roof access windows in lofts used as sleeping rooms shall be deemed to meet this requirement if installed such that the bottom of the opening is not more than 44 inches above the loft floor, provided the egress roof access window has a net clear opening of not less than 5.7 square feet (0.530 m2), the net clear height of the opening is not less than 24 inches (610 mm) tall, and the net clear width of the opening is not less than 20 inches (508 mm) wide.

20. Class "A" Roof Requirement. All THoWs shall have a roof, including skylights and any egress roof access window, that meets the standards for a Class "A" roof assembly as tested in accord with ASTM E108 or UL 790 standards or equivalent fire roof assembly safety standards requirements as demonstrated by sufficient evidence satisfactory to the Community Development Director.
348

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 15, 2023 ITEM # 11
SUBJECT:

WORKSHOP ON THE FUTURE OF CITY’S ON-DEMAND RIDESHARE PROGRAM INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Stephanie Chhan, Senior Transportation Planner
Community Development Department
ATTACHMENT [X] Yes [ ] No [ ] Information [X] Direction [ ] Action

OBJECTIVE
The purpose of this report is to provide information to and request feedback from the City Council on the future of the On-Demand Rideshare Program to proceed with the development and evaluation of a Request for Proposal.

RECOMMENDED ACTION
It is respectfully recommended that the City Council receive staff’s presentation on the future of the On-Demand Rideshare Program and provide feedback and direction to staff on priority service operations and parameters.

BACKGROUND
On January 17, 2018, the City awarded a contract to NoMad Transit LLC, a wholly owned subsidiary of Via Transportation, Inc. with the option to extend annually for up to five additional years. The West Sacramento OnDemand Rideshare Program was launched as a 1-Year Pilot on May 14, 2018, following robust Transportation, Mobility, and Infrastructure (TMI) Commission and City Council engagement dating back to June 2016. The program was initially developed in response to Council direction to explore a more flexible, innovative public transit model that better served resident needs, as fixed route bus service continued to experience increased costs alongside declining ridership.

On June 7, 2023, the City Council approved Amendment No. 5 to the Amended & Restated Contract with NoMad Transit LLC to extend operations of the West Sacramento On-Demand Rideshare Program through June 30, 2024. This is the last allowable extension per the 2018 Contract for Services executed with NoMad Transit LLC.

On July 19, 2023, the City Council authorized staff to release a Request for Information (RFI) to identify if there are other interested and adequate providers that meet the City’s desired service and to understand how technology offerings have evolved. Staff identified four options to move forward with following the RFI process:
• Option 1: Sole Source Contract with NoMad Transit LLC • Option 2: Partnership with Yolo County Transportation District (YoloTD) • Option 3: Competitive Procurement for On-Demand Microtransit Operator • Option 4: End the On-Demand Rideshare Program
The RFI included the following updated goals for the On-Demand Rideshare Program:
• Provide safe, reliable, and accessible on-demand transportation service • Connect areas poorly serviced by transit to key destinations/amenities • Increase awareness of and provide convenient connections to multi-modal and active transportation options
• Close first- and last- mile gaps at and around key transit hubs to support regional trips • Maintain a productive, cost-effective, and sustainable microtransit service • Gather data to complement, support, and advance existing and future transit options

ANALYSIS
On September 8, 2023, the City received responses to the RFI and determined that there are comparable and competitive contractors available to operate the On-Demand Rideshare Program. YoloTD did not submit a formal response to the Request for Information, however, City staff and YoloTD discussed the feasibility of a partnership for the On-Demand Rideshare Program. YoloTD operates their on-demand rideshare service, BeeLine, in Knight’s Landing, Winters, and Woodland – the annual operating budget for Fiscal Year (FY) 2023/24 is $1,359,000. Given discussions and high-level cost estimates, YoloTD believed it would be challenging to provide 349
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microtransit service at the desired levels within the City’s current operating costs going forward due to labor, vehicle procurement, and potential necessary infrastructure to support operations and future electrification. Initial cost estimates suggest that a partnership with YoloTD with the current level of service could increase costs by $1.5 to $2 million. Though external funding opportunities are available, it would be difficult to secure by July 2024. Furthermore, YoloTD indicated it would be difficult to replicate a service with demand-responsive citywide, corner-to-corner service operating – YoloTD indicated that service levels would require YoloTD Board of Director approval for any changes whereas the City and NoMad Transit LLC coordinate to modify the number of vehicles in service dependent on demand and wait times. As such, staff recommends not pursuing a partnership with YoloTD for the On-Demand Rideshare Program, but to continue coordinating with YoloTD on the City’s transportation planning efforts such as the upcoming Light Rail Transit/Bus Rapid Transit Study.

Based on the responses and consistent with the City’s procurement procedures, staff recommends releasing a competitive procurement. High level cost estimates were not typically provided through the RFI, and City staff will evaluate costs during the competitive procurement process. In anticipation of releasing a Request for Proposal, staff is presenting upcoming funding challenges to Commission and City Council to determine priorities for the On-Demand Rideshare Program.

Funding Gap Mitigation
Currently, the On-Demand Rideshare Program is funded by Transportation Development Act (TDA) funds. TDA is administered by the California Department of Transportation (Caltrans) and provides two sources of public transportation funding for local governments: Local Transportation Funds (LTF) and State Transit Assistance (STA) funds. The funds are intended for the development and support of public transportation needs that exist in California and are allocated to counties based on population, taxable sales and transit performance. LTF revenues are primarily intended to support public transit services but can support a wide variety of transportation programs including planning activities, pedestrian and bicycle facilities, road rehabilitation or other community transit, bus and rail projects. However, STA funds have more restrictive criteria and regulations that must be met in order to fund eligible expenses. Unlike LTF, STA funds may not be allocated for fund administration, streets, roads, or pedestrian/bicycle facility purposes. The Sacramento Area Council of Governments (SACOG) has TDA administration responsibilities for Sacramento, Sutter, Yolo and Yuba Counties. SACOG staff compiles a list of unmet transit service needs for each transit operator for the Social Service Transportation Advisory Council consideration to determine whether the unmet transit needs are reasonable to meet. LTF revenues can be used for streets and roads projects in some jurisdictions after “reasonable to meet” transit services have been provided. In accordance with these limitations, the City has used LTF revenue to support the contract with NoMad Transit LLC since the inception of the On-Demand Rideshare Program.

On September 27, 2023, the City Council approved the FY 2023/24 TDA Claim and Resolution 23-68. After reconciling the FY 2023/24 Via On-Demand Transit Services budget, staff requested $2,899,378.21 in LTF dollars to support the FY 2023/24 Via On-Demand Transit Services contract with NoMad Transit. Over the past five years, the City’s TDA claim expenses typically exceeded the annual TDA allocation. Given that the City has had carry over TDA balance from previous years, the City has been able to support the On-Demand Rideshare Program using TDA alone.

Attachment 1 summarizes annual TDA allocations and annual expenses, showing that the City’s annual expenses typically exceeded the annual allocation. The table below summarizes current allocations, claims, and remaining reserve fund balances for FY 2023/24.

Carry Over from
Previous Years
FY 2023/24
TDA Allocation
FY 2023/24 Total
Available
FY 2023/24
TDA Claim
Expenses
FY 2023/24
Remaining
Balance
LTF $810,417.14 $3,794,876 $4,605,293.14 $3,561,019.22 $1,044,273.92 STA $1,887,549.99 $630,458 $2,518,007.99 $2,518,007.99 $0 TDA
Totals $2,697,967.13 $4,425,334 $7,123,301.13 $6,079,027.21 $1,044,273.92 Staff anticipates even with FY2024/25 TDA allocations, there will be a funding gap if costs for contracted services remain the same or increase as compared to the $3,301,372 fee schedule for FY 2023/24 (Attachment 2). Staff estimates that if there are similar TDA allocations (approximately $4.3 million) and expenditures to SACOG and YoloTD (approximately $3.0 million) as previous years, the On-Demand Rideshare Program will see a funding gap of approximately $600,000 (under an estimated similar contract to FY 2023/24) to $800,000 (under an estimated 5 percent increase to the FY 2023/24 contract) for FY 2024/25 and increasing to $1.6 million (under 350 Workshop on Future of On-Demand Rideshare Program
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an estimated similar contract to FY 2023/24) to $1.8 million (under an estimated 5 percent increase to the FY 2023/24 contract) after FY 2024/25. If all the TDA funds are used for the On-Demand Rideshare Program, the City will also need to identify other funding sources to support bus shelter maintenance and utilities at Harbor Yard. Furthermore, YoloTD has indicated that there may be a funding gap that grows from $3 million in FY 2024/25 to $6 million in FY 2025/26. YoloTD identified several strategies to close this funding gap – one of which includes increasing the use of state LTF funds and potentially reducing the amount available for flexible uses by local agencies. As such, a larger gap may be anticipated. The YoloTD FY2023/24 budget is provided as Attachment 3.

Staff is therefore conducting a workshop on the future of the On-Demand Rideshare Program to seek City Council feedback regarding key service parameters for continuation of the rideshare program. This may include:
 Funding Plan
 Overall service model
 Hours of operation
 Service coverage area
 Accessibility/user experience
 Vehicles & drivers
 Customer service
 Technology platform
 Fares & incentives
 Marketing
 Data sharing
 Performance evaluation
 Other Product Features, Innovations, and
Opportunities
The workshop will provide an opportunity for the City Council to consider the funding needed to continue the service at its current level of operations, to explore tradeoffs that can support maintaining similar service parameters, or to propose significant changes to the service to operate within the funding available through TDA.

For example, changes to the fare structure may increase the revenue the City receives to reinvest into the Program as well as lower ridership to maintain demand for an acceptable estimated pick-up time. The OnDemand Rideshare Program cost $15.35 per ride in FY 2022/23 based on the funds expended through the contract with NoMad Transit LLC and staff time costs. As such, the City highly subsidizes the On-Demand Rideshare Program - currently the regular fare is $3.50 and the City also currently offers a ViaPass, a discounted weekly frequent rider program that offers riders up to four rides a day, seven days a week for $15. Seniors 62+ and individuals with eligible disabilities receive a 50 percent discount off the regular fare and ViaPass price.

Riders can add additional passengers for $1.00 each. ViaPass effectively provides a 50 percent discount on regular fares and 70 percent discount on top of already discounted fares. ViaPass users take 2.5 times more rides than non-pass riders. Approximately 26 percent of weekly active users hold a ViaPass and 48 percent of all weekly rides are taken using ViaPass. Condensing hours of operation, adjusting the service area, or increasing targeted average wait time can reduce the cost of driver hours, the number of vehicles in operation, and fuel consumption. Staff also plans to release a rider survey to understand what service attributes are important to the public. Draft survey questions are provided in Attachment 4. Staff will take the Council’s feedback and results from the survey into consideration during the RFP process, and additional opportunity to provide input in the service model will be available if the City moves forward with awarding a contract.

Evolution of City-led On-Demand Rideshare Services in Peer Agencies Though most on-demand rideshare services are provided by transit agencies or transit agencies partnered with cities, there are a number of city-led on-demand rideshare services. Some cities have turned to on-demand rideshare technology platforms for their senior/paratransit/Dail-a-Ride programs such as Newton, MA; Beverly Hills, CA; West Hollywood, CA; Santa Monica, CA; Chapel Hill, NC; and Miami, FL. Others have expanded their existing City-led transit services to support the general public with on-demand rideshare technology platforms such as Auburn, CA; Roseville, CA; and San Gabriel, CA. On-demand rideshare continue to be popular services initiated by cities – Palo Alto, CA; Norman, GA; and Titusville, PA; and Glendale, AZ are just a few cities that launched on-demand rideshare services in 2023. Below are examples of older city-led rideshare programs initiated by cities without existing transit programs and how these cities have evolved their programs.

Arlington, Texas, once the largest city in the United States without a public transit system, launched its microtransit program in 2017 (now called Arlington Transportation). Arlington has a population of approximately 393,000 in 99.62 square miles. In December 2017, Arlington launched Via Arlington with 18 vehicles covering 25 square miles around the Entertainment District and University of Texas, Arlington campus. The service now features a fleet of 68 custom-branded Mercedes Metris and Sienna vans and a few EasyMile autonomous vehicles that cover the entire city, as well two transit stations outside of the Arlington to support transfers to other transit services. Arlington Transportation has maintained the same service hours from 7AM to 9PM on weekdays and 9AM to 9PM on Saturdays – no service on Sundays and advanced notice for holiday-related schedule changes. Arlington Transportation charged a flat fee of $3 per person and a similar ViaPass program for $10 per week when launched in 2017, but fares have now increased to $3-$5 per ride depending on distance, additional 351
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passengers cost the same amount, a weekly ViaPass is $25, and a monthly ViaPass is $80. Additionally, Arlington Transportation charges a $1.50 fee for cancellations and no-shows. Arlington Transportation achieved 2 million rides in June 2023 as the sole public transit option for the City. In 2017, the City contributed $322,500, with the remaining two-thirds coming from the Federal Transit Administration to support the $922,500 contract.

Costs have significantly increased given the expansions and innovations incorporated into the program - autonomous shuttles through the Rideshare, Automation, and Payment Integration Demonstration (RAPID) project, a student transportation program, and Intercity Service. In November 2022, the Arlington City Council approved a $30 million two-year contract extension - $22 million of which funded standard Via service and the remainder funding the RAPID project, student transportation program, and Intercity Service. Of the $22 million, $4.9 million of fare revenue would be reinvested, $10.2 million in local funds, and $6.8 million in Federal Transit Administration supports the program.

Cupertino, California launched its on-demand shuttle pilot with Via on October 29, 2019 (now known as Silicon Valley Hopper). Cupertino has a population of approximately 60,000 in 11.33 square miles. The on-demand transit network initially spanned the entirety of the City of Cupertino and included a satellite zone surrounding the Sunnyvale CalTrain station for commuters with six Mercedes Metris vans, with the intent to grow to 10 vehicles over time. Due to the COVID-19 pandemic, the pilot program was paused and resumed in October 2021. In 2022, the cities of Santa Clara and Cupertino received a $8.5 million Transit and Intercity Rail Capital Program (TIRCP) grant to expand the on-demand shuttle service between the two cities using a fleet of zeroemission vehicles. Vehicles have been replaced with Kia Niro EVs and Lightning 3 zero-emission vehicles. As such, the service area now includes part of Santa Clara, increasing the total service zone to 20.4 square miles, as well as pick-up/drop-off locations at the Mountain View and Santa Clara CalTrain stations. Hours of operations have been adjusted on Monday through Friday from 6AM to 8PM and now operates from 7AM to 7PM – Saturday service remains the same, from 9AM to 5PM. Fares were originally $5 per ride, with weekly and monthly passes available for just $17 a week and $60 a month; however, fares were temporarily reduced to $2 as ridership rebounded from the pandemic and are now $3.50 for one-way fare, $1.75 for discounted riders (seniors, students, low-income, disabled), and $1 for additional riders. The City budgeted a not-to-exceed cost of $1.75 million for the 18-month on-demand shuttle pilot program. In March 2023, the Cupertino City Council approved a four-year contract with Via showing a total cost of $16,931,283 split between the TIRCP grant, Cupertino, and Santa Clara. The four-year service budget shows anticipated cost of $3,244,928 for the first year of service, $3,806,378 for the second year of service, $4,070,272 for the third year of service and $5,809,705 for the fourth year of service. The service is expected to expand an additional 6.4 square miles in year four, spring 2026, and increase from 10 to 16 vehicles over the contract term.

Environmental Considerations
The Request for Proposals is not a project under California Environmental Quality Act. Staff will return to City Council to provide direction on whether to continue the On-Demand Rideshare Program.

Commission Recommendation
This item was presented to the Transportation, Mobility & Infrastructure (TMI) Commission on November 6, 2023.

Feedback from the TMI Commission has been incorporated into the presentation.

Strategic Plan Integration
This project advances the 2023 Strategic Plan principle of Mobility & Connectivity – “Provide convenient and sustainable choices for people to get where they are going.” Alternatives
The Council’s primary alternatives to staff’s recommendations are:
1) Receive staff’s presentation and provide feedback on the future of the City’s On-Demand Rideshare Program; or
2) Direct the staff’s presentation to be moved to a later meeting; or 3) Decline to hear staff’s presentation on the future of the City’s On-Demand Rideshare Program; or 4) Direct staff to end the On-Demand Rideshare Program.

Alternatives 2 and 3 will restrict staff from making an informed decision on an On-Demand Rideshare operator and may result in a lapse of service, should the Council wish to continue a citywide rideshare program. Alternative 4 is not recommended given the public support of the program.

Coordination and Review
This report was prepared by the Transportation & Mobility Division of the Community Development Department 352
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and received review from the Finance Department, City Attorney’s Office, and City Manager’s Office.

Budget/Cost Impact
At this point, there are no budget/cost impacts except for staff time to explore the continuation of the On-Demand Rideshare Program. Should City Council extend the On-Demand Rideshare Program beyond FY 2023/24, a resolution with an appropriation request will be brought forward to City Council for consideration. A funding source outside of TDA funds will be required.

ATTACHMENTS
1) Table of Annual Transportation Development Act Allocation and Expenditures 2) Amendment No. 5 and Fiscal Year 2023/24 Fee Schedule with NoMad Transit LLC 3) Yolo County Transportation District Fiscal Year 2023/24 Budget 4) Draft Future of West Sacramento On-Demand Rideshare Rider Questionnaire 353
Attachment 1
Annual Transportation Development Act Allocation and Expenditures 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
Transportation Development Act Allocation1
LTF Allocation $2,377,223 $2,888,398 $2,971,944 $3,334,091 $3,958,904 $3,794,876 STA Allocation $447,096 $477,692 $282,114 $461,163 $658,441 $630,458 Total TDA $2,824,319 $3,366,090 $3,254,058 $3,795,254 $4,617,345 $4,425,334 Transportation Development Act Expenditures to SACOG and YoloTD SACOG Planning
(LTF)
$71,317 $86,652 $89,158 $100,023 $118,767 $113,846
YoloTD for fixedroute and
paratransit
(LTF + STA)
$1,917,431 +
$213,403
$1,685,636 +
$403,240
plus FY18/19
adj
$1,541,3512 +
$166,263
$2,201,5673 +
$285,229
$2,720,0003 +
$285,000
$512,795.01 +
$2,518,007.99
Remaining Transportation Development Act Funds for City Use4 LTF $388,475 $1,116,110 $1,341,435 $1,032,501 $1,120,137 $3,168,235 STA $233,693 $74,452 $115,851 $175,934 $373,441 ($1,887,550)5 Total TDA for City
Use $622,168 $1,190,562 $1,457,286 $1,208,435 $1,493,578 $3,168,235 Transportation Development Act Expenditures Claimed by City City Claim for Via
Contract6 (LTF) $599,0017 $1,905,000 $1,252,277 $1,677,405.87 $2,484,600.99 $2,899,378.21 Staff Time (STA) $0 $115,000 $115,000 $115,000 $192,272.01 $08 Bus Shelter
Maintenance (LTF) $20,000 $28,000 $33,000 $33,000 $30,000 $35,0003 1 May not match prior year agenda reports to City Council because updated with revised TDA allocations 2 Claimed $166,263 over Fixed Route Service cost estimated in YoloTD FY 2020/21 budget 3 Includes some expenditures for utilities at Harbor Yard 4 If claim were only based on annual TDA allocation to show that City has been dipping into prior year reserves 5 Prior year STA allocations used to support both fixed-route and paratransit services 6 Only includes TDA claim amount - does not include reinvestment of fare revenue or contract rollover 7 City received a Sacramento Area County of Governments Transportation Demand Management Innovation grant of $149,999 8 Moving the contract costs to the TDA fund and thus, eliminating the application of the Indirect Cost Allocation Plan (ICAP) rates to staff time led to cost savings in FY 2022/23 that was rolled-over to be used for FY 2023/24. 354
Attachment 1
Annual Transportation Development Act Allocation and Expenditures Other Projects
(LTF) $82,160 $0 $0 $0 $0 $0
355
NoMad Transit LLC
PW20-011 Amendment 5 Via Citywide Transportation Services Expires 6/30/2024
2368104.1 7203.552
AMENDMENT NO. 5
to the

AMENDED AND RESTATED CONTRACT FOR

SERVICES
between the

CITY OF WEST SACRAMENTO
and

NOMAD TRANSIT LLC
Dated May 1, 2019
his July 1, 2023.

Except as expressly amended herein, the Existing Contract is in full force and effect.

RECITALS
WHEREAS, on January 17th, 2018, the City awarded a contract to NoMad Transit LLC, a wholly owned subsidiary of Via Transportation, Inc., for a one (1) year Pilot operation based on 26, 2017; and
WHEREAS, the January 17th, 2018 executed agreement provided that, by mutual agreement, the Contract may be extended annually for a total of up to five (5) additional years; and
WHEREAS, the City Council approved an Amended and Restated Contract on May 1, 2019 to NoMad Transit LLC, a wholly owned subsidiary of Via Transportation Inc., to continue operations of the West Sacramento On-Demand Rideshare program, launched on May 14, 2018; and
WHEREAS, whereas the May 1, 2019, awarded contract has an expiration date of June 30, 2020, after which operations would otherwise cease and provided that, by mutual agreement, the Contract may be extended annually for a total of up to four (4) additional years; and WHEREAS, on June 17, 2020, the City Council approved a 2-year contract renewal with NoMad Transit LLC to continue operations of the West Sacramento On-Demand Rideshare program from July 1, 2020 through June 30, 2022; and
WHEREAS, on July 14, 2021, the City Council approved an amendment to the contract with NoMad Transit LLC establishing the schedule of fees for fiscal year 2021/22; and WHEREAS, on June 15, 2022, the City Council approved a 1-year contract renewal with NoMad Transit LLC to continue operations of the West Sacramento On-Demand Rideshare program from July 1, 2022 through June 30, 2023; and
WHEREAS, on June 7, 2023, the City Council approved an amendment on a 1-year contract renewal with NoMad Transit LLC to continue operations of the West Sacramento OnDemand Rideshare program from July 1, 2023 through June 30, 2024; and WHEREAS, the City and Contractor desire to modify the Existing Contract as provided herein.

NOW, THEREFORE, IT IS MUTUALLY AGREED by the parties hereto to amend said Attachment 2
356
NoMad Transit LLC
PW20-011 Amendment 5 Via Citywide Transportation Services Expires 6/30/2024
2368104.1 7203.552
agreement as set forth below. Stricken text (indicated textually in the same manner as the following example: stricken text) is to be deleted and bold and underlined text (indicated textually in the same manner as the following example: Bold and underlined text) is to be added as follows:

Part I: Amendments
A. Amendments to Existing Contract Provisions

1. Section 2.A is revised as
14, 2019 and terminate on June 30, 2024 and shall be undertaken and completed in

2. Section 4.A tor shall be paid monthly in arrears for the actual fees, costs and expenses, including but not limited to purchased transportation services, and otherwise as set forth in the Schedule of Fees, which in no event shall total compensation exceed the Funding from City of West Sacramento (Excl. Fare Revenue)

3. Section 4.B
ordance with Task 1.3, and in no event later

4. Section 4.H.
all unspent service revenue remaining with the Contractor shall be remitted to the City within sixty (60) days. In the event that actual fare revenues collected exceed the toward the FY 2023/24 Program operations such that the total amount payable by the City (Section 4A) is reduced by an equivalent amount, unless otherwise directed by the City. Should the actual 2023/24 fare revenues collected be less than the estimated he total amount
payable by the City (Section 4A) and the Parties shall discuss in good faith how to adapt the services in light of the lower budget and shall mutually agree upon any resulting changes to the services.

5. Section 4.I. is revised as follows: All unspent fare revenues generated by the Program between July 1, 2022 and June 30, 2023 remaining with the Contractor, and which would have otherwise been remitted directly to the City, shall be reinvested toward the FY 2023/24 Program operations and such amount shall be credited towards the invoice(s) payable by the City during FY 2023/24 until all such unspent fare revenues have been credited.
357
NoMad Transit LLC
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2368104.1 7203.552

6. Section 4.J. is revised as follows: Exclusive of fare referenced in Section I above, the total amount of fare revenue reinvested during the FY 2023/24 Program shall not exceed three hundred thirteen thousand six hundred forty two ($313,642) dollars as stated in Exhibit The estimated fare revenues from FY 2022-23 to be reinvested in FY 2023-24 shall be one hundred fifty thousand ($150,000) dollars and additional funding from the City shall not exceed two million, eight hundred thirty-seven thousand, seven hundred thirty ($2,837,730) dollars. In no event shall the total combined compensation of reinvested fare revenues and payments made by the City for FY 2023/24 exceed three million, three hundred, and one thousand and three hundred seventy-two dollars ($3,301,372) . B. Amendments to Contract Exhibits

1. amended as follows:

Task 4.1 Ridership Data Reports is revised as follows: The following shall be added at the end:

The Contractor shall assist the City in tracking and collecting key performance data such that City can review performance metrics consistent with the Transportation Development Act (TDA). This data shall be provided to the City quarterly and shall include the following metrics:

Vehicle revenue hours - The hours that vehicles are scheduled to or actually travel while in revenue service. Vehicle revenue hours include:
layover/recovery time. Vehicle revenue hours exclude: deadhead, operator training, vehicle maintenance testing; and other non-revenue uses of vehicles.

Vehicle revenue miles - The miles that vehicles are scheduled to or actually travel while in revenue service. Vehicle revenue miles include:
layover/recovery time. Vehicle revenue hours exclude: deadhead, operator training, vehicle maintenance testing; and other non-revenue uses of vehicles.

Passengers per Revenue Hour
Passengers per Revenue Mile
Accidents
On-time performance
Passenger complaints and compliments

2. Exhibit B to the Existing Contract FY 2022/23 SCHEDULE OF FEES is hereby Part II: Remaining Terms Unchanged.

Except as expressly revised herein, the Existing Contract remains in full force and effect. In the event of a conflict between the Existing Contract and the terms of this Amendment No. 5, the terms set forth herein shall control.
358
NoMad Transit LLC
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IN WITNESS WHEREOF the parties hereto have executed this Agreement to be effective as of June 7, 2023.

CITY OF WEST SACRAMENTO
By:

Aaron Laurel, City Manager
NoMad Transit LLC
By:

Erin Abrams, Manager

APPROVED AS TO FORM
By:

Jeffrey Mitchell, City Attorney
ATTEST:

By: ________________________________________________________ Jennifer Cusmir, City Clerk
359
NoMad Transit LLC
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Exhibit B: FY 2023/24 Schedule of Fees
WSC Via Year 6 Contract Value
Price per
Driver
Hour
Price per
Service
Hour
Price per
Ride
Total Not-toExceed Price
(12 Months)
Year 6 Service Planning* N/A N/A N/A $55,000
Supply Planning* N/A N/A N/A $0
Total Upfront Costs $55,000
Project Management $3.55 N/A N/A $203,060
Performance Monitoring and Reporting $0.72 N/A N/A $41,184 Marketing & Promotions Plan and Implementation $0.14 N/A N/A $8,008 Program Operations** $47.82 N/A N/A $2,735,304
Total Cost per Driver Hour $52.23 $2,987,556
Customer Service (1.25 FTE X $30.39 per hour) N/A $37.99 N/A $227,180 Total Cost per Service Hour $37.99 $227,180
Estimated Access for All Regulatory Fee*** $0.10 $21,736 Total Cost to West Sacramento (Incl. Fare Revenue),
Before PUCTRA Fees $3,291,472
Estimated PUCTRA Regulatory Fee**** $9,899
Total Cost to West Sacramento (Incl. Fare Revenue),
Incl. PUCTRA Fees $3,301,372
Sources of Funding:

Fare Revenue from FY 22 23 $150,000
Fare Revenue from FY 23 24 $313,642
Funding from City of West Sacramento (Excl. Fare
Revenue) $2,837,730
Total $3,301,372
Driver Hours Summary:

Total Implied Driver Hours 57,200
Implied Driver Hours (Weekly) 1,100
Service Hours Summary:

Total Implied Service Hours 5,980
Total Implied Service Hours (Weekly) 115
360
NoMad Transit LLC
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* Items to be invoiced in full upon the start of Year 6. ** Includes driver pay, vehicle cost (incl. WAV retrofits and spares where applicable), insurance, dedicated IT operations and supply admin, technology access, local & central operations support, T&E, rent, and office expenses.
*** TNC Access for All Fees to be invoiced to West Sacramento on a pass through basis. **** PUCTRA Fees to be invoiced to West Sacramento on a pass through basis. 361

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FINAL BUDGET
FISCAL YEAR 2023-2024
June 12, 2023
362

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Introduction from the Executive Director
On behalf of the entire YoloTD team, I am pleased to share with you the enclosed budget for the 2023-2024 fiscal year.

Improving transit service: As transit ridership continues to rebound post-COVID, this budget restores and expands select services in response to demand.
o Increasing frequencies on the Intercity Route 42A/B to 30 minutes all day, representing a 25% increase in service over current levels.
o Restoring express service from South Davis to downtown Sacramento o Restoring evening service in West Sacramento
These service expansions are dependent on having sufficient drivers available to operate the service. Labor shortages continue to be an issue throughout the industry. This budget assumes service expansions would begin in January 2024, midway through the budget year.

Fixing the I-80 commute: This budget continues our multi-year commitment to improving multimodal travel on the Interstate 80 corridor. This year, we will continue working with our partners at Caltrans to establish the first-in-theregion Express Lanes on I-80 in Yolo County. We will also complete the planning and policy work necessary to establish a tolling authority, complete an environmental review for the new lanes, and get ready to break ground on the first phase in 2025.

Active Transportation Corridors: We are gearing up to launch the planning and community engagement process for the Yolo Active Transportation Corridors project, which will plan a network of multiuse bicycle and pedestrian paths connecting the communities of Yolo County.

Maintaining Reliable Service while Transitioning to a Zero-Emission Fleet: With the pending approval of our state-mandated fleet conversion plan, we will begin directing resources toward replacing our aging fleet of buses with new, cleaner technology and planning the necessary infrastructure to support a growing fleet of batteryelectric buses. Meanwhile, in the short run, we are planning to purchase 2 CNG buses to replace vehicles that are beyond their useful life, in order to maintain service reliability during the transition to a zero-emission fleet.

Beeline Microtransit Service: This budget supports the launch our newly rebranded microtransit service, Beeline by Yolobus, in Woodland in August 2023.

Downtown Woodland Transit Center: This budget funds the relocation of our Woodland transit center from the County Fair Fashion Mall to a more central location in downtown Woodland.

Internal restructuring: To support our growing body of planning work, this budget proposes restructuring our leadership team from three positions to four. We are eliminating the Deputy Director of Planning and Operations, replacing it with two new positions: Director of Planning and Director of Transit Operations. These two new positions will work alongside our Director of Finance Administration, with all three reporting to the Executive Director. This new position will be offset by a reduction in the number of Planning/Operations staff employed by the District, maintaining a total staff number of 14 FTE.

As always, we thank you for your continued partnership in serving the transportation needs of our Yolo County communities and look forward to your feedback and input.

Autumn Bernstein
Executive Director
363

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, and look forward to your feedback and input.

Budget Overview
The Yolo County Transportation District (YoloTD) provides fixed route, microtransit and paratransit services within Yolo County and between Yolo County and the City of Sacramento. YoloTD is also responsible for multimodal transportation planning within Yolo County. The YoloTD Budget for Fiscal Year 2023-24 (beginning July 1, 2023 and ending June 30, 2024), consists of the following:

FY 2023-24 YoloTD Budget Overview Table
Program
FY 2023-24
Operating
Budget
Prior Year
Balances
Carrying Fwd
FY 23-24
Appropriation
Total Multiyear ProjectsTotal
FY 2023-24
Administration $3,186,000 $3,186,000
Fixed Route $12,096,000 $2,993,581 $2,213,000 $5,206,581 $15,089,581 Microtransit $1,359,000 $0 $1,359,000
Paratransit $3,050,000 $0 $3,050,000
Multi-Modal $0 $900,000 $2,350,000 $3,250,000 $3,250,000 Total $19,691,000 $3,893,581 $4,563,000 $8,456,581 $28,147,581 FY 2022-23 Budget $17,789,000 $5,498,200 $23,287,200
Change $1,902,000 $2,958,381 $4,860,381
Percent Change 11% 54% 21%
Multi-Year Projects
364

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Section 1: Annual Operating Budget

1.1 Administration Operating Budget
Table 1.1a shows the proposed $3.2 million FY 2023-24 Administration budget, which includes labor costs, other central administrative expenses, and the costs and revenues associated with selling fuel to outside users at our compressed natural gas (CNG) refueling station.

The proposed Administration budget represents an increase of $26 thousand (1%) compared to the FY 2022-23 budget, including the following:
a. The net increase in salary and benefit costs of $0.2 million (7%), after allocation of certain salary and benefit costs to grant-funded projects. While this budget postpones determination of a specific COLA adjustment, it includes an allowance for salary adjustments that may be later recommended to the Board for potential retroactive application to July 2023. b. The proposed staffing shown in Table 1.1b anticipates:

1. Replacing the position of Deputy Director for Operations and Planning into two separate positions: Director of Transit Operations and Director of Planning. Salary ranges for these two new positions have not yet been determined. YoloTD anticipates completing a compensation survey during the summer of 2023, and will come back to the Board with recommendations for salary ranges for the new positions, along with any updates to existing positions that may be indicated by the survey.

2. Reducing the number of Senior Planners by two while adding an Assistant Transportation Planner.

3. Adding a Finance Associate position to expand administrative capacity in anticipation of a substantial increase in grant funding and workload associated with the Yolo 80 Managed Lanes project. The budget assumes the cost of this position will be allocated to grant funds.

4. Adding a limited-term Associate Transportation Planner, to be funded by YoloTD’s Yolo 80 Managed Lanes Tolling Advance Planning grant (MM-3).
c. The benefits budget continues to reflect the expectation that YoloTD’s retiree health benefits will not draw upon the operating budget, thanks to investment earnings on YoloTD’s retiree health benefit trust fund.
d. Other operating expenses include items such as facility security and cleaning, and office supplies and furnishings.

The revenues supporting the Administration budget consist primarily of:
a. $1.5 million in Transportation Development Act State Transit Assistance and Local Transportation Fund (STA/LTF), increasing $0.1 million from FY 2022-23. Table 1.1c provides further details. b. $1.2 million in Yocha Dehe Wintun Nation/Cache Creek Casino Mitigation Funds, reduced from $1.4 million budgeted in FY 2022-23. This is based on updated estimates as to the cost of service benefiting the casino area.
c. Other general revenues that YoloTD can use to support its general operations, including low carbon/renewable energy credits, outside fuel sale royalties, advertising revenue, and interest revenue. 365

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Table 1.1a. Annual Operating Budget - Administration
Administration Operating Revenues
Final
FY 22-23
Draft
FY 23-24 Change
STA/LTF $1,370,000 $1,511,000 $141,000
Cache Creek Mitigation $1,442,000 $1,193,000 ($249,000) Low Carbon/Renewable Energy Credits $200,000 $200,000 $0 Net Outside Fuel Sales $48,000 $140,000 $92,000
Interest Revenue $50,000 $100,000 $50,000
Advertising Revenue $50,000 $42,000 ($8,000)
Total Administration Operating Revenues $3,160,000 $3,186,000 $26,000 Administration Operating Expenses
Final
FY 22-23
Draft
FY 23-24 Change
Regular Employee Salaries $1,578,000 $1,922,000 $344,000 Intern/Temp Employee Salaries $54,000 $56,000 $2,000
Overtime $5,000 $5,000 $0
Employee Salaries allocated to Projects $0 ($180,000) ($180,000) Subtotal Salaries $1,637,000 $1,803,000 $166,000
PERS Employer Contribution $143,000 $191,000 $48,000
PERS UAL Payment $210,000 $176,000 ($34,000)
Health Insurance Employer Contribution $216,000 $240,000 $24,000 Retiree Health Insurance $0 $0 $0
Medicare Contribution $24,000 $29,000 $5,000
Other Employee Benefits $20,000 $20,000 $0
Benefits allocated to Projects $0 ($44,000) ($44,000)
Subtotal Benefits $613,000 $612,000 ($1,000)
Subtotal Personnel Costs $2,250,000 $2,415,000 $165,000 Technology $97,000 $105,000 $8,000
Marketing & Communications $156,000 $105,000 ($51,000)
Other Operating Expenses $129,000 $132,000 $3,000
Legal Services $85,000 $85,000 $0
Employee Training $57,000 $57,000 $0
Utilities $51,000 $51,000 $0
Memberships $31,000 $31,000 $0
Unitrans Pass-Thru for Uninc Area Service $24,000 $24,000 $0 Facilities Maintenance $18,000 $19,000 $1,000
Directors Stipends and Expenses $12,000 $12,000 $0
Contingencies $250,000 $150,000 ($100,000)
Total Administrative Operating Expenses $3,160,000 $3,186,000 $26,000 366

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Table 1.1b. Authorized FTE and Classification Ranges, Effective July 1, 2023 Classification Title 22-23 23-24 Low High
Executive Director 1 1 $211,860 $211,860
Transit Operations & Planning Director - split into
two separate positions in FY 23-24
1 0 $141,298 $170,839
Director of Transit Operations- new in FY 23-24 0 1 TBD TBD Director or Planning- new in FY 23-24 0 1 TBD TBD
Finance & Admin Director 1 1 $137,435 $168,958
IT Specialist 1 1 $101,849 $128,202
IT Systems Support Tech 1 1 $56,019 $69,245
Senior Transportation Planner 3 1 $80,609 $129,475
Associate Transportation Planner 1 1 $68,357 $99,001
Assistant Transportation Planner 1 2 $83,273 $85,022
Communications/Marketing Specialist 1 1 $68,357 $99,166 Executive Assistant/Clerk of the Board 1 1 $74,474 $96,922 Senior Finance and HR Associate 2 2 $63,823 $80,656
Finance Associate 0 1 TBD TBD
Total Authorized Regular FTE 14 15
Associate Transportation Planner 0 1 $68,357 $99,001
Total Authorized Limited Term FTE 0 1
FTE Annual Salary Range
Note: YoloTD is planning to complete a compensation survey during FY 2023-24 to benchmark salary ranges against comparable jurisdictions.This survey will be used to provide proposed ranges for new classifications proposed in the budget and may result in proposed new ranges for continuing positions. Any updates to the salary ranges would be presented to the YoloTD Board for review and approval prior to going into effect.

Limited Term Positions (Subject to Availability of Designated Funding) Regular Positions
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Final
FY 2022-23
Prelim
FY 2023-24 Change
Final
FY 2022-23
Prelim
FY 2023-24 Change
STA Estimate by Jurisdiction $805,612 $1,016,790 26.2% $561,365 $717,563 27.8% LTF Estimate by Jurisdiction $4,761,442 $4,519,271 -5.1% $4,347,051 $4,189,604 -3.6% Total STA/LTF by Jurisdiction $5,567,054 $5,536,061 -0.6% $4,908,416 $4,907,167 0.0% STA/ LTF to YoloTD
YoloTD Admin $515,000 $453,124 -12.0% $454,000 $420,070 -7.5% Fixed Route $1,864,000 $1,851,000 -0.7% $1,312,000 $662,000 -49.5% Paratransit Service $419,000 $604,000 44.2% $483,000 $842,000 74.3% Microtransit Service $0 $0 $208,000 $620,064 198.1%
STA to YoloTD $805,612 $1,016,790 26.2% $561,365 $717,563 27.8% LTF to YoloTD $1,992,388 $1,891,334 -5.1% $1,895,635 $1,826,572 -3.6% Total YoloTD STA + Share of LTF $2,798,000 $2,908,124 3.9% $2,457,000 $2,544,135 3.5% STA Retained by Jurisdiction $0 $0 0.0% $0 $0 0.0%
LTF Retained by Jurisdiction $2,769,054 $2,627,937 -5.1% $2,451,416 $2,363,032 -3.6% Total Retained by Jurisdiction $2,769,054 $2,627,937 -5.1% $2,451,416 $2,363,032 -3.6% Final
FY 2022-23
Prelim
FY 2023-24 Change
Final
FY 2022-23
Prelim
FY 2023-24 Change
STA Estimate by Jurisdiction $495,904 $630,458 27.1% $65,443 $88,560 35.3% LTF Estimate by Jurisdiction $3,840,137 $3,681,030 -4.1% $506,771 $517,073 2.0% Total STA/LTF by Jurisdiction $4,336,041 $4,311,488 -0.6% $572,214 $605,633 5.8% STA/ LTF to YoloTD
YoloTD Admin $401,000 $369,078 -8.0% $0 $17,958 n/a
Fixed Route $2,314,000 $2,245,725 -3.0% $0 $0 n/a
Paratransit Service $285,000 $416,000 46.0% $29,000 $41,000 41.4% Microtransit Service $0 $0 $127,000 $122,000 -3.9%
STA to YoloTD $495,904 $630,458 27.1% $65,443 $88,560 35.3% LTF to YoloTD $2,504,096 $2,400,345 -4.1% $90,557 $92,398 2.0% Total YoloTD STA + Share of LTF $3,000,000 $3,030,803 1.0% $156,000 $180,958 16.0% STA Retained by Jurisdiction $0 $0 0.0% $0 $0 0.0%
LTF Retained by Jurisdiction $1,336,041 $1,280,685 -4.1% $416,214 $424,675 2.0% Total Retained by Jurisdiction $1,336,041 $1,280,685 -4.1% $416,214 $424,675 2.0% Final
FY 2022-23
Prelim
FY 2023-24 Change
Final
FY 2022-23
Prelim
FY 2023-24 Change
STA Estimate by Jurisdiction $252,859 $428,364 69.4% $2,181,000 $2,882,000 32.1% LTF Estimate by Jurisdiction $1,958,067 $2,501,069 27.7% $15,413,000 $15,408,000 0.0% Total STA/LTF by Jurisdiction $2,210,926 $2,929,433 32.5% $17,594,000 $18,290,000 4.0% STA/ LTF to YoloTD
YoloTD Admin $0 $250,769 $1,370,000 $1,511,000 10.3%
Fixed Route $0 $67,595 $5,490,000 $4,826,000 -12.1%
Paratransit Service $25,000 $10,000 $1,241,000 $1,913,000 54.1% Microtransit Service $124,000 $100,000 $459,000 $842,000 83.4% STA to YoloTD $149,000 $428,364 187.5% $2,077,000 $2,882,000 38.8% LTF to YoloTD $0 $0 n/a $6,483,000 $6,211,000 -4.2%
Total YoloTD STA + Share of LTF $149,000 $428,364 187.5% $8,560,000 $9,093,000 6.2% STA Retained by Jurisdiction $103,859 $0 -100.0% $104,000 $0 -100.0% LTF Retained by Jurisdiction $1,958,067 $2,501,069 27.7% $8,930,000 $9,197,000 3.0% Total Retained by Jurisdiction $2,061,926 $2,501,069 21.3% $9,034,000 $9,197,000 1.8% Table 1.1c. FY 2023-24 YoloTD Jurisdictions STA and LTF Allocations State Transit Assistance (STA) funds are derived from a Statew ide tax on diesel fuel. The State Controller's Office allocates the tax revenue by formula. STA funding can only be used for transportation planning and mass transportation purposes.

Local Transportation Fund (LTF) allocations are derived from a ¼ cent of the general sales tax collected statew ide and is intended to “improve existing public transportation services and encourage regional transportation coordination.” Winters
Yolo County Total (Rounded)
Davis Woodland
West Sacramento
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1.2 Fixed Route Annual Operating Budget and Service Levels Table 1.2a shows the proposed $12.1 million FY 2023-24 Fixed Route operating budget. The proposed service levels are provided in Table 1.2b. The proposed Fixed Route budget represents an increase of $0.3 million (2%) above FY 2022-23, primarily due to:
a. Increase of $0.5 million (5%) in contracted transportation and fuel costs, based on the proposed service levels shown in Table 1.2b, taking into account the per-mile and per-hour annual escalators provided in the transportation contract with Transdev.
b. Decrease of $0.25 million in the contingency budget due to reduced volatility in fuel prices compared to a year ago.

The revenues supporting the Fixed Route budget are comprised of:
a. $4.8 million in STA/LTF from member jurisdictions, as shown in Table 1.1c. b. $3.0 million in remaining FTA 5307 American Rescue Plan Act (ARPA) funds that provide zero-match federal dollars to support transit operating costs.
c. $1.0 million in passenger fares.

d. $0.9 million in FTA 5307 CARES Act funding, leaving an estimated $3.5 million in allocated CARES Act funds available to support future year operations.
e. $1.2 million in Federal Transit Administration (FTA) 5307 Urbanized Area Formula Funds.

f. $0.4 million in FTA 5307 Congestion Mitigation and Air Quality (CMAQ) funding to support Route 42 expansion.
g. $0.3 million in FTA 5307 funds from Sacramento Regional Transit (SacRT) and $0.3 million from UC Davis to support the Causeway Connection Route 138.
h. $0.2 million in State Transit Assistance (STA) State of Good Repair (SGR) funds to support vehicle maintenance.
i. Low Carbon Transportation Operating Program (LCTOP) are not proposed to be used for the Operating budget this year, but rather are proposed to provide a nonfederal match for federal funds placed in our multiyear capital project FR-1 for the future purchase of zero-emission electric buses. j. YoloTD’s limited FTA 5311 Rural Formula funds previously used to support the Fixed Route budget are instead applied to support the Microtransit budget for Knight’s Landing and Winters. 369

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Fixed Route Bus Service Assumptions
Staff have considered and incorporated several service changes to account for demand from customers (pre-COVID and Post-COVID). The FY 2023-2024 planned service level includes the addition of 9,100 service hours and a decrease of 165,000 service miles over FY 2022-2023 budget hours and miles. The increase in hours is due to increases in Route 42A, 42B and 37 service. The decrease in miles is due to an error in last year’s budgeted miles.

Fixed-Route Services
• Route 42A/42B: Intercity service connecting Woodland, Davis, West Sacramento, Sacramento International Airport, and Downtown Sacramento. 42A operates in a clockwise direction, 42B operates in a counterclockwise direction. Planned service changes include expansion to 30-minute frequency though out weekday and weekend service. The service expansion includes 16 additional trips and is budgeted for only half the fiscal year.

This represents a 25% increase in service over current service levels. • Route 37: Services southern West Sacramento. Service schedule adjusted to better connect with other local services and addition of weekend and evening service.
• Route 40: Serves northern West Sacramento in a counterclockwise direction. Service schedule adjusted to provide weekday service to 9:30 PM (current service ends at 6:30 PM). Service span was reduced during COVID Table 1.2a. Annual Operating Budget - Fixed Route
Fixed Route Operating Revenues
Final
FY 22-23
Draft
FY 23-24 Change
STA/LTF $5,490,000 $4,826,000 ($664,000)
FTA 5307 ARPA $0 $3,012,000 $3,012,000
FTA 5307 CARES $1,633,000 $891,000 ($742,000)
FTA 5307 Formula Funds $1,686,000 $1,180,000 ($506,000) Passenger Fares $971,000 $1,000,000 $29,000
FTA 5307/CMAQ for Route 42 Expansion $405,000 $405,000 $0 FTA/SacRT 5307 Causeway Connection $223,000 $285,000 $62,000 UC Davis Funds for Causeway Connection $223,000 $285,000 $62,000 STA-SGR State of Good Repair Funds $195,000 $212,000 $17,000 Low Carbon Transportation Operating Program (LCTOP) $699,000 $0 ($699,000) FTA/Caltrans 5311 Rural Formula and CRSAA Funds $303,000 $0 ($303,000) Total Fixed Route Operating Revenues $11,828,000 $12,096,000 $268,000 Fixed Route Operating Expenses
Final
FY 22-23
Draft
FY 23-24 Change
Contracted Transportation $8,799,000 $9,258,000 $459,000 Fuel $964,000 $1,032,000 $68,000
Insurance $857,000 $776,000 ($81,000)
Vehicle Maintenance $195,000 $262,000 $67,000
Technology $289,000 $260,000 ($29,000)
Utilities $189,000 $230,000 $41,000
Facilities Maintenance $50,000 $50,000 $0
Marketing & Communications $44,000 $45,000 $1,000
Electric Vehicle Charging $41,000 $33,000 ($8,000)
Contingencies $400,000 $150,000 ($250,000)
Total Fixed Route Operating Expenses $11,828,000 $12,096,000 $268,000 370

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and resuming later evening service will benefit the Disadvantaged Communities served by this route. • Route 41: Serves northern West Sacramento in a clockwise direction. Service schedule adjusted to provide weekday service to 9:10 PM (current service ends at 6:10 PM). Service span was reduced during COVID and resuming later evening service will benefit the Disadvantaged Communities served by this route. • Route 240: Serves West Capital Ave and IKEA Shopping center. Service schedule adjusted to provide weekday service to 9:00 PM (current service ends at 7:00 PM). Service span was reduced during COVID and resuming later evening service will benefit the Disadvantaged Communities served by this route. • Route 43/43R Express: Express service connecting Davis to Sacramento. Suspended due to driver shortage.

Limited return in April of 2021. FY 2023-2024 resumes three trips in the morning and evening peaks, and one trip of the 43R reverse commute route in the morning and evening peak periods. This would return the service to approximately 60% of pre-suspension levels.
• Route 44: Express service connecting south Davis to Sacramento. Suspended during COVID and to support YoloGo services. The service plan is to resume three morning and evening peak period trips to meet demand from south Davis, specifically due to the Route 42 route adjustment. This would return the service to approximately 100% of pre-suspension levels.
• Route 230: Express service connecting West Davis to Sacramento. The service plan is to resume three morning and evening peak period trips to meet anticipated demand. This would return the service to 100% of presuspension levels. • Route 202: Local Woodland service operating in a clockwise direction. Introduction of a new fixed route service which would provide hourly headways but have an hour and a half travel time. The new service would also have expanded the hours of service. This new service would replace Route 211 and will go to the Board in May, concurrent with the draft budget.
• Route 203: Local Woodland service operating in a counterclockwise direction. Introduction of a new fixed route service which would provide hourly headways but have an hour and a half travel time. The new service would also have expanded the hours of service. This new service would replace Route 211 and will go to the Board in May, concurrent with the draft budget.
• Causeway Connection: Express service connecting UC Davis, Davis, Sacramento, and the UC Davis Medical Center. No planned service changes.

Table 1.2b shows planned service levels by route:
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Table 1.2b. Fixed Route Service Hours and Miles
Hours Miles Hours Miles
23,373 573,907 29,267 659,947
23,729 518,941 27,682 614,622
37 Southport
Gateway
West Sacramento Transit Center
Downtown Sacramento
M-F: 12 - 15 loops*
Sat-Sun: 0 - 13 loops*
*includes 6 months increased service
4,603 102,093 4,845 86,953
40 Northern West Sacramento
Ikea Ct
West Sacramento Transit Center
Downtown Sacramento
M-F: 12 - 15 loops*
Sat: 11 - 14 loops*
Sun: 9 - 11 loops*
*includes 6 months increased service
5,582 97,140 4,803 63,303
41 Northern West Sacramento
Ikea Ct
West Sacramento Transit Center
Downtown Sacramento
M-F: 12 - 15 loops*
Sat: 12 - 15 loops*
Sun: 0 - 11 loops*
*includes 6 months increased service
4,140 79,140 4,173 54,742
240
Ikea Ct
Reed Ave
Harbor Blvd
West Sacramento Transit Center
Downtown Sacramento
M-F: 12 - 15 loops*
Sat: 12 - 15 loops*
Sun: 10 - 12 loops*
*includes 6 months increased service
5,309 102,248 4,724 61,186
45 West/Central Woodland
Downtown Sacramento Express
1AM trips M-F
1 PM trips M-F 2,668 71,401 827 22,818
211 County Fair Mall, West Woodland
Loop
M-F: 12 loops
Sat: 12 loops
Sun: 11 loops
4,026 51,100 4,389 57,742
212 County Fair Mal, East Woodland
Loop
M-Sun: 11 loops 4,062 51,903 4,088 64,098
215
Woodland
Madison
Esparto
Capay
Cache Creek Casino Resort
12 westbound trips 7 days/wk
12 eastbound trips 7 days/wk 9,808 250,784 10,135 253,383 Davis, Downtown Sacramento
Express
Reverse Commute: Downtown
Sacramento, U.C. Davis Express
44 South Davis
Downtown Sacramento Express
M-F AM: 0 - 3 trips*
M-F PM: 0 - 3 trips*
*includes 6 months increased service
2,156 38,446 1,469 38,230
230 West Davis, Downtown
Sacramento Express
M-F AM: 1 - 3 trips*
M-F PM: 1 - 3 trips*
*includes 6 months increased service
2,957 78,267 1,959 50,974
Causeway
Connection
Service between UCD Med Ctr
and UCD Main campus, with
limited stops between
M-F: 14 trips 3,950 107,927 4,303 95,540
Total
150 Weekday Bus Trips
85 Saturday Bus Trips
81 Sun/Hol Bus Trips
99,377 2,204,051 104,969 2,176,951
FY 24-25 Projected Total, Annualizing New Trips 123,895 2,512,089 42A
42B
Intercity
Woodland,
Davis,
West Sacramento,
Sacramento International Airport,
Downtown Sacramento
M-F: 54 - 70 loops*
Sat-Sun: 54 - 70 loops*
*includes 6 months increased service
53,414
Route Community / Destinations Total Bus Trips
Budgeted
FY 2022-23
Proposed
FY 2023-24
43 43R
43: M-F AM: 1 - 3 trips*
43: M-F PM: 1 - 3 trips*
43R: M-F AM: 1 trip
43R: M-F PM: 1 trip
*includes 6 months increased service
3,016 80,755 2,306
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1.3. Microtransit Annual Operating Budget
Table 1.3 shows the $1.4 million Microtransit annual operating budget, which covers ongoing demandresponsive microtransit service in Knights Landing and Winters, and new Woodland service expected to launch in August 2023.

The proposed budget is $0.5 million (55%) more than the FY 2022-23 budget, primarily due to including a full year of Woodland microtransit service for FY 2023-24 (compared to the six months assumed for the FY 2022-23 budget).

Revenue Sources include:
a. $0.8 million in STA/LTF from Woodland, Winters and Yolo County, as shown in Table 1.1c. b. $0.2 million in FTA 5307 formula funds supporting Woodland Microtransit. c. FTA 5311 rural formula funds supporting the Knights Landing and Winters operations. d. $25 thousand in STA-SGR Funds to support vehicle maintenance. e. $25 thousand in passenger fares.

Table 1.3. Annual Operating Budget - Microtransit
Microtransit Operating Revenues
Final
FY 22-23
Draft
FY 23-24 Change
STA/LTF $459,000 $842,000 $383,000
FTA 5307 Formula Funds $219,000 $243,000 $24,000
FTA/Caltrans 5311 Rural Formula Funds $0 $224,000 $224,000 STA-SGR State of Good Repair Funds $20,000 $25,000 $5,000 Passenger Fares $7,000 $25,000 $18,000
FTA/Caltrans 5311 CRRSAA $173,000 $0 ($173,000)
Total Microtransit Operating Revenues $878,000 $1,359,000 $481,000 Microtransit Operating Expenses
Final
FY 22-23
Draft
FY 23-24 Change
Contracted Transportation - Woodland $208,000 $588,000 $380,000 Contracted Transportation - Winters $126,000 $169,000 $43,000 Contracted Transportation - Knights Landing $115,000 $134,000 $19,000 Technology $196,000 $231,000 $35,000
Insurance $82,000 $137,000 $55,000
Fuel $81,000 $65,000 ($16,000)
Vehicle Maintenance $20,000 $25,000 $5,000
Contingencies $50,000 $10,000 ($40,000)
Total Microtransit Operating Expenses $878,000 $1,359,000 $481,000 373

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1.4. Paratransit Annual Operating Budget
Table 1.4 shows the $3.0 million Paratransit operating budget, which covers demand-responsive paratransit services for individuals with disabilities that prevent them from being able to use YoloTD’s fixed route service.

The proposed budget is $1.1 million more than FY 2022-23 levels, reflecting the increased demand seen during FY 2022-23 as demand has rebounded from the greatly reduced travel during the COVID pandemic.

Revenue Sources include:
a. $1.9 million in STA/LTF, as shown in Table 1.1c.
b. $0.8 million in FTA 5307 Urbanized Area Formula Funds. c. $150 thousand in passenger and organization-paid fares. d. $80 thousand in Cache Creek mitigation funds to reimburse for paratransit trips serving nearby areas. e. $65 thousand in STA-SGR funds to support vehicle maintenance.

Table 1.4. Annual Operating Budget - Paratransit
Paratransit Operating Revenues
Final
FY 22-23
Draft
FY 23-24 Change
STA/LTF $1,241,000 $1,913,000 $672,000
FTA 5307 Formula Funds $516,000 $842,000 $326,000
Passenger Fares $35,000 $145,000 $110,000
Cache Creek Mitigation $23,000 $80,000 $57,000
STA-SGR State of Good Repair Funds $60,000 $65,000 $5,000 Organization-Paid Fares $48,000 $5,000 ($43,000)
Total Paratransit Operating Revenues $1,923,000 $3,050,000 $1,127,000 Paratransit Operating Expenses
Final
FY 22-23
Draft
FY 23-24 Change
Contracted Transportation $1,440,000 $2,504,000 $1,064,000 Fuel $147,000 $224,000 $77,000
Insurance $126,000 $206,000 $80,000
Vehicle Maintenance $60,000 $65,000 $5,000
Technology $50,000 $41,000 ($9,000)
Contingencies $100,000 $10,000 ($90,000)
Total Paratransit Operating Expenses $1,923,000 $3,050,000 $1,127,000 374

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2. General Reserve
In February 2022, the YoloTD Board of Directors adopted a General Reserve policy establishing a target of that an amount equivalent to 25% of the annual operating budget expenses should be set aside to provide for continuity of service-critical operations during times of unexpected revenue shortfalls or emergency expenditures. As shown in Table 1.5, the General Reserve currently holds $4.447 million. The proposed combined FY 2023-24 operating budget of $19.691 million would require a further deposit of $476 thousand to the General Reserve from available fund balances to maintain the 25% target level at $4.923 million.

Table 1.5. General Reserve Deposit Calculation
Final
FY 22-23
Draft
FY 23-24 Change
Total Operating Expenses $17,789,000 $19,691,000 $1,902,000 General Reserve (25% Operating Budget): $4,447,000 $4,923,000 $476,000 375

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Section 2. Multiyear Capital and Planning Projects

2.1. Capital and Planning Projects
This budget continues to establish multiyear capital and planning priorities including the Yolo 80 Managed Lanes Project, the Yolo Active Transportation Corridors (YATC) project, and the Zero Emission Fleet Transition Plan. It also adds a new, Board-approved priority: the Downtown Woodland Transit Center.

We are currently in the process of developing a 10-year capital improvement plan, which we will bring to the Board for approval in early 2024. That plan will inventory our capital assets and identify those places where additional capital investment is needed.

Table 2.1 displays $4.6 million in proposed new appropriations for multiyear capital and planning projects. The new funding includes:
• FR-1 Electric Buses- Multiyear Reserve for Future Purchases: $463 thousand in new LCTOP funding is proposed to be set aside to serve as a match for potential future federal funding to support electric bus purchases consistent with state mandates.
• FR-10 Two 40’ Replacement CNG Buses: $1.6 million in federal grant funding and State of Good Repair funds are proposed for the purchase of two replacement CNG buses that are urgently needed to replace vehicles that are well past their useful life and maintain service reliability. This purchase is consistent with YoloTD’s zero emission fleet transition plan, which recognizes the need for a limited number of replacement CNG buses while the District develops the infrastructure to allow for a fully zero emission fleet. • FR-11 Downtown Woodland Transit Center: $150 thousand of new funding is proposed to continue efforts authorized by the Board in FY 2022-23 for a new Transit Center in downtown Woodland, to replace the transit center at the County Fair Fashion Mall.
• MM-1 Yolo Active Transportation Corridors: $350 thousand in additional grant funds (supplementing the $850 thousand already appropriated) are proposed to fund ongoing consulting services assisting YoloTD with the Active Transportation Corridors planning project. • MM-3 Yolo 80 Managed Lanes Tolling Advance Planning: $2 million in grant funding to conduct steps necessary to secure tolling authoring prior to procurement, toll system design, and back-office support. including the addition of two new positions to add capacity specifically focused on the I-80 project: a termlimited Assistant Planner, and a Finance Associate. Yolo 80 Managed Lanes is a regionally significant freeway expansion project to improve mobility on Interstate 80 throughout the length of Yolo County (including a short segment of US 50) in partnership with Caltrans District 3. This project will construct new tolled managed lanes along 17 miles of Interstate 80 to reduce congestion, prioritize transit, provide bicycle facilities, and support local communities. YoloTD appropriated $150 thousand for consulting services related to this project in FY 2022-23 (Project MM-2). The project has been awarded $86 million in federal INFRA funds for design and construction. An additional grant application pending with the state Trade 376

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Corridors Enhancement Program (TCEP) would provide $103 million in capital funding.

Table 2.2 displays $2.2 million in other YoloTD pending and ongoing multi-year capital and planning project budgets carried forward from prior years.

Table 2.1. YoloTD Multi-year Capital and Planning Project Budgets with FY 2023-24 Budget Appropriation Multiyear Capital and Planning Projects
Approprations
through FY 22-
23 Actual or
Encumbered
to date
FY 22-23
Balance
Proposed
FY 23-24
Appropriation
Total Multi-year
Project Budget
FR-1. Electric Buses - Multi-year Reserve for Future Purchases Expenditure Budget
Vehicle Equipment Purchase $880,000 $0 $880,000 $463,000 $1,343,000 Total FR-1 Expenditure Budget $880,000 $0 $880,000 $463,000 $1,343,000 Revenue Sources
FTA 5307/5339 Formula Funds $880,000 $0 $880,000 $0 $880,000 LCTOP - FY 2022-23 allocation $0 $0 $0 $463,000 $463,000 Total FR-1 Revenue Budget $880,000 $0 $880,000 $463,000 $1,343,000 FR-10 Two Replacement 40' CNG Buses
Expenditure Budget
Vehicle Equipment Purchase $0 $0 $0 $1,600,000 $1,600,000 Total FR-10 Expenditure Budget $0 $0 $0 $1,600,000 $1,600,000 Revenue Sources
FTA 5307 Formual Funds $0 $0 $0 $1,280,000 $1,280,000
State of Good Repair Funds $0 $0 $0 $320,000 $320,000
Total FR-10 Revenue Budget $0 $0 $0 $1,600,000 $1,600,000 FR-11 Downtown Woodland Transit Center
Expenditure Budget
Planning Services $75,000 $75,000 $0 $150,000 $150,000
Total FR-11 Expenditure Budget $75,000 $75,000 $0 $150,000 $150,000 Revenue Sources
FTA 5307 Formual Funds $0 $0 $0 $120,000 $120,000
Available Fund Balance/STA $75,000 $75,000 $0 $30,000 $30,000 Total FR-11 Revenue Budget $75,000 $75,000 $0 $150,000 $150,000 MM-1 Yolo Active Transportation Corridors
Expenditure Budget
Consulting Services $850,000 $0 $850,000 $350,000 $1,200,000 Total MM-1 Expenditure Budget $850,000 $0 $850,000 $350,000 $1,200,000 Revenue Sources g y
and Equity (RAISE) Grant $850,000 $0 $850,000 $350,000 $1,200,000 Total MM-1 Revenue Budget $850,000 $0 $850,000 $350,000 $1,200,000 MM-3 Tolling Authority
Expenditure Budget
FY 23-24 Allocated YoloTD Salaries and Benefits $0 $0 $0 $250,000 $250,000 Consulting Services $0 $0 $0 $1,750,000 $1,750,000
Total MM-3 Expenditure Budget $0 $0 $0 $2,000,000 $2,000,000 Revenue Sources
SACOG Grant $0 $0 $0 $2,000,000 $2,000,000
Total MM-3 Revenue Budget $0 $0 $0 $2,000,000 $2,000,000 Total Projects with New Funding $4,118,581 $225,000 $3,893,581 $4,563,000 $8,456,581 377

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Table 2.2. Other YoloTD Pending and Ongoing Capital and Planning Project Budgets Carried Forward from Prior Years Multiyear Capital and Planning Projects
Approprations
through FY 22-
23 Actual or
Encumbered
to date
FY 22-23
Balance
Proposed
FY 23-24
Appropriation
Total Multi-year
Project Budget
FR-3. Fixed Route Planning Efforts
Expenditure
Professional Svcs - Zero Emission Fleet $200,000 $0 $200,000 $0 $200,000 Professional Svcs - Short Range Transit Plan $200,000 $0 $200,000 $200,000 Professional Svcs - 10 Year Capital Plan $100,000 $0 $100,000 $100,000 Total FR-3 Expenditure $500,000 $0 $500,000 $0 $500,000 Revenue Sources
FTA 5307 Funds $400,000 $0 $400,000 $400,000
Available Fund Balance $100,000 $0 $100,000 $100,000
Total FR-3 Revenue $500,000 $0 $500,000 $0 $500,000
FR-4. General Transit Feed Specification (GTFS) Real-Time Enhancements Expenditure
Equipment $520,000 $0 $520,000 $520,000
Total FR-4 Expenditure $520,000 $0 $520,000 $0 $520,000 Revenue Sources $0
FTA 5339/5307 Funds $416,000 $0 $416,000 $416,000
Available Fund Balance/STA $104,000 $0 $104,000 $104,000 Total FR-4 Revenue $520,000 $0 $520,000 $0 $520,000
FR-5. Automatic Passenger Counters (APCs)
Expenditure Budget
Equipment $420,000 $0 $420,000 $420,000
Total FR-5 Expenditure $420,000 $0 $420,000 $0 $420,000 Revenue Sources
FTA 5339/5307 Funds $336,000 $0 $336,000 $336,000
Available Fund Balance/STA $84,000 $0 $84,000 $84,000
Total FR-5 Revenue $420,000 $0 $420,000 $0 $420,000
FR-9. Bus Washer/Water Recycler Replacement
Expenditure Budget
Equipment and Installation Services $673,581 $0 $673,581 $673,581 Total FR-9 Expenditure $673,581 $0 $673,581 $0 $673,581 Revenue Sources
CARES Act Funding $400,000 $0 $400,000 $400,000
FY 2021-22 STA-SGR Funds $273,581 $0 $273,581 $273,581
Total FR-9 Revenue $673,581 $0 $673,581 $0 $673,581
MM-2. 80 Managed Lanes Advisory, Legal & Technical Services Professional Services $200,000 $150,000 $50,000 $50,000 Total MM-2 Expenditure $200,000 $150,000 $50,000 $0 $50,000 Revenue Sources
Available Fund Balance $200,000 $150,000 $50,000 $0 $50,000 Total MM-2 Revenue $200,000 $150,000 $50,000 $0 $50,000 Total Continuing Projects (no new Funding) $2,313,581 $150,000 $2,163,581 $0 $2,163,581 378

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Section 3. Five-Year Operating Budget Outlook
Table 3 provides a five-year operating budget outlook, presenting future expenditures and revenues in constant 2023 dollars. This framework ignores the likely increases in both revenues and expenditures due to inflation. If base revenues grow more slowly than expenditures, this will result in larger funding gaps than shown.

This outlook shows that the effect of annualizing the six months of increased service in the FY 2023-24 budget would require approximately $1.5 million annually in future years, plus a one-time deposit of $368 thousand in the general reserve in FY 2024-25.

On the revenue side, the table shows the effect of the loss of one-time federal ARPA and CARES Act funding, assuming YoloTD’s ARPA funds are depleted in FY 2023-24 and CARES Act funds are depleted in FY 2024-25, along with the expiring of various federal competitive grants supporting the FY 2024-25 budget.

The combined effect of expenditure increases and expiring revenue sources results in a funding gap that grows from $3 million in FY 2024-25 to $6 million in future years.

Proposed initial strategies for closing the $6 million gap include:
• Additional drawdown of Federal 5307 formula grants that provide 50% support for operations to backfill the loss of 100%-funding ARPA and CARES Act funds (~$1.9 million per year). • Seeking new competitive grants to backfill for expiring grants (~$0.7 million per year). • Drawing down a portion of YoloTD’s estimated $8.4 million in accumulated unrestricted fund balance from prior years. Table 3 shows one such scenario, which would use 50% of that fund balance to assist with the transition to obtaining other revenue sources, leaving 50% available for capital or other one-time needs. • Ramping up the use of state LTF funds, which under state law are prioritized for transit but can be used flexibly in small counties such as Yolo, when there are no “unmet transit needs.” Currently, $9.2 million in LTF funds are not used for transit and are therefore made available to local jurisdictions for other transportation needs, such as local streets and roads. Table 3 shows an amount of additional LTF rising from $0.5 million in FY 2024-25 to $3.5 million in FY 2027-28 are used for transit, leaving ~$5.7 million in LTF annually for flexible use by local jurisdictions.

Other potential funding solutions include:
• Enhanced state funding currently sought by transit advocates and major transit agencies (BART, SF Muni and LA Metro) to backfill the loss of Federal CARES Act and ARPA support. • Fare increases.
• Use of I-80 toll revenues once the I-80 toll lane project is completed. • A local sales tax or other revenue measure to support transit and/or other transportation needs, potentially backfilling the increased use of LTF for transit. Under state law, the YoloTD Board of Directors has the authority to put a countywide transportation sales tax measure before the voters. 379

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Table 3. Five-Year Outlook in Constant 2023 Dollars
Expenditures FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Base FY2023-24 Operating Expenditure Budget $19,691,000 $19,691,000 $19,691,000 $19,691,000 $19,691,000 Impact of annualizing fixed route service $0 $1,472,000 $1,472,000 $1,472,000 $1,472,000 Additional 25% deposit to General Reserve from budget increase $0 $368,000 $0 $0 $0 Scenario Expenditure Budgets in 2023 Dollars: $19,691,000 $21,531,000 $21,163,000 $21,163,000 $21,163,000 Revenues FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 State Transit Assitance $2,882,000 $2,882,000 $2,882,000 $2,882,000 $2,882,000 Local Transportation Fund (FY 23-24 Level) $6,211,000 $6,211,000 $6,211,000 $6,211,000 $6,211,000 Cache Creek Mitigation Funds $1,273,000 $1,273,000 $1,273,000 $1,273,000 $1,273,000 STA-SGR State of Good Repair Funds $302,000 $302,000 $302,000 $302,000 $302,000 Fare Revenue $1,175,000 $1,175,000 $1,175,000 $1,175,000 $1,175,000 Fuel Sales/Advertising/Fuel Credits/Interest Etc. $482,000 $482,000 $482,000 $482,000 $482,000 UC Davis Causeway Connection Support $285,000 $285,000 $285,000 $285,000 $285,000 FTA 5307 Formula Funds $2,265,000 $2,265,000 $2,265,000 $2,265,000 $2,265,000 FTA 5311 Formula Funds $224,000 $224,000 $224,000 $224,000 $224,000 FTA Competitive Grants (42 Expansion, Causeway Connection) $690,000 $285,000 $0 $0 $0 ARPA 100% reimbursement funds ($3M available) $3,012,000 $0 $0 $0 $0 CARES Act 100% reimbursement funds ($4.4M available) $891,000 $3,498,000 $0 $0 $0 Total Base Revenues $19,692,000 $18,882,000 $15,099,000 $15,099,000 $15,099,000 Base Funding Gap n/a $2,649,000 $6,064,000 $6,064,000 $6,064,000 Potential Funding Solutions
Increased use of 5307 Formula Funds (Backfill 50% ARPA/CARES) $200,000 $1,900,000 $1,900,000 $1,900,000 Obtain new competitive grants to backfill expiring CMAQ $405,000 $690,000 $690,000 $690,000 Use of unrestricted fund balance carried forward from prior years. $1,500,000 $1,500,000 $1,000,000 $0 Additional use of LTF/other potential funding strategies $544,000 $1,974,000 $2,474,000 $3,474,000 Subtotal Potential Strategies to Close Gap $2,649,000 $6,064,000 $6,064,000 $6,064,000 Remaining Funding Gap $0 $0 $0 $0
Note: Use of constant 2023 dollars is a simplifying assumption which removes the need to forecast cost inflation. If actual base revenues grow at a slower rate than base expenditures, then the funding gap would be larger than the amount shown 380
Attachment 4
Future of West Sacramento On-Demand Rideshare
Rider Questionnaire
We want your thoughts on the City of West Sacramento’s On-Demand Rideshare Service (also known as “Via”). Via is an on-demand ridesharing service that provides safe, shared rides anywhere within the City. You can learn more here:
https://www.cityofwestsacramento.org/services/via-rideshare.

The City is trying to understand what features or parameters are important to on-demand riders.

1. It would be helpful to know a little more about you. Are you a:
a. Year-round local resident
b. Seasonal local resident
c. Employed or Business Owner in West Sacramento but live elsewhere d. Visitor / tourist
e. Other

2. Once you request a trip, you will have to wait for the vehicle to pick you up at a nearby location. What is the longest time you would be willing to wait?
a. Less than 10 minutes
b. 10 minutes – 15 minutes
c. 15 minutes – 20 minutes
d. 20 minutes – 25 minutes
e. 25 + minutes

3. Once you request a trip, you may have to walk to meet the vehicle.

What is the longest distance you would be willing to walk to meet your vehicle? Note: People who require mobility assistance may be eligible for door-to-door pick-up with verification.
a. Not applicable; Need mobility assistance and requires door-to-door pick up b. No walking; door-to-door pick up
c. Less than 3 minutes
d. 3 minutes – 5 minutes
e. 5 – 8 minutes

4. How much would you be willing and able to pay for a one-way trip with the On-Demand Rideshare Service? Currently, a regular one381 Attachment 4
way fare is $3.50 on the City’s On-Demand Rideshare Service and $2.00 on YoloBus for local routes.
a. $0; not willing to pay
b. $0 - $1.00
c. $1.01 – 2.00
d. $2.01 – $3.00
e. $3.01 – $4.00
f. $4.01 – $5.00
g. $5.01 +

5. Currently, the On-Demand Rideshare has a target wait time of 15 minutes from ride request to pick-up. How much MORE would you be willing to pay if the target wait time is 10 minutes from ride request to pick-up?
a. $0; not willing to pay
b. $0.01 – $1.00
c. $1.01 – $1.50
d. $1.50 - $2.00
e. $2.00 +

6. Would you support a fixed fare based on distance travelled? For example, if you travelled less than 3 miles your fare would be $3.50, 3-5 miles your fare would be $4.50, and 5+ miles your fare would be $5.50.
a. Yes
b. No

7. Please indicate which fares or passes you would consider purchasing if available. Please select all that may apply.  Single fare
 Round trip
 Daily
 Weekly Pass (valid for 7 days from purchase date)
 Monthly (valid for 31 days from purchase date)

8. What user groups should be eligible for discounted fares? Please answer in terms of your priority, 1 being the highest priority and 5 being the lowest priority.
 Seniors (Age 62+)
 People with Qualifying Disabilities
382
Attachment 4
 Students/Youth
 U.S. Veterans
 Low-Income Households
 No one should receive discounted fares

9. The West Sacramento On-Demand Rideshare Service (also known as “Via”) is funded by the City of West Sacramento and riders’ fares.

Since the service began in 2018, costs have increased due to continued high ridership, a competitive labor market, higher gas prices, and inflation. Public agencies have limited resources and they must use them as effectively as possible. This means we must be thoughtful about how we trade-off, or prioritize, different aspects of the On-Demand Rideshare Service. Investing in one project, or one aspect of the service, leaves less money for another. The survey is centered on identifying priorities and tradeoffs, outlined below, to better inform how our on-demand service should be designed. Your input will be vital in helping the City consider changes in the design of the service. You can learn more about the On-Demand Rideshare Service here:
https://www.cityofwestsacramento.org/services/via-rideshare.

How should the City manage increasing costs for the On-Demand Rideshare Service? Please answer in terms of your priorities, 1 being the most acceptable action and 8 being least acceptable action. [Survey: Ranked choice 1-8; if ranked choice not possible, Y/N.] Reduce Service Hours
On-Demand Rideshare operates from 6:00am to 11:00pm on Monday through Friday, 9:00am through 11:00pm on Saturday, and from 8:00am to 8:00pm on Sunday. Reducing hours would save money by reducing driver hours and fuel consumption.

Reduce Coverage Area
On-Demand Rideshare operates curb-to-curb citywide. Reducing the coverage area may involve limiting On-Demand Rideshare to neighborhoods, locations, or streets. Reducing the coverage area would allow the service to run fewer vehicles. It would save money by reducing driver hours, the number of vehicles in operation, and fuel consumption.

Increase Targeted Wait Time
383
Attachment 4
The On-Demand Rideshare has a target wait time of 15 minutes from ride request to pickup. Increasing this would allow the service to run fewer vehicles. It would save money by reducing driver hours, the number of vehicles in operation, and fuel consumption.

Increase Fares
Single rides cost $3.50 for regular fare and $1.75 for a senior rider or disabled rider fare, and each passenger accompanying the account holder costs $1.00. Additionally, a weekly pass allowing up to four free rides each day for seven days is $15. Increasing the fare would increase the revenue earned per rider. Increasing the fare would also improve the service’s performance by reducing the number of rides requested.

Eliminate Weekly Passes
A weekly pass costs $15 and allows up to four free rides each day. Eliminating the pass would increase revenue and improve system performance by reducing the number of rides requested.

Increase Permissible Walking Distance for Non-Disabled Riders Increasing the distance the On-Demand Rideshare Service asks riders to walk to be picked up could increase performance by reducing travel distance and time. It would do that by allowing the vehicles to remain on high-speed streets and having passengers walk farther to their destinations. This could save money by allowing the service to meet its wait time goals with fewer vehicles.

Keep the On-Demand Rideshare service the same. Reallocate funding from other City programs to maintain service at its current level.

This choice would require the City Council to take funding from other programs, such as police, fire, street maintenance, parks, recreation, youth services, etc., to maintain OnDemand Rideshare’s operating hours, coverage area, wait time, fares, and walking distance.

End the On-Demand Rideshare Service and use its funding for other transportation related programs.

This choice would mean that the City terminates the On-Demand Rideshare Service and riders will need to rely on other options (YoloBus, SacRT, Lime, Bird, or personal transportation) for their transportation needs. Currently, the City uses funding allocated through the Transportation Development Act allocated to support the On-Demand Rideshare Service. As such, if it is terminated, funding will be distributed to other allowable uses such as street and road projects, construction, and maintenance. 384

West Sacramento City CouncilNovember 15, 2023

West Sacramento City Council
November 15, 2023