Agenda packet — West Sacramento City Council, May 15, 2024 (part 3 of 4)

Finance already has an ongoing budget appropriation for a transparency system and digital budget book; however, additional one-time implementation funds and ongoing annual maintenance funds are needed to implement Questica.

Questica is available through a cooperative contract; however, the pricing proposed for City of West Sacramento for a direct contract is better than the available pricing through a cooperative. Therefore, a sole source contract is proposed to allow for implementation of the open data system almost immediately, and implementation of the budget system and development of a digital budget book in time for the next biennial budget process which begins in January, 2025.

These alternatives are not recommended as the existing system is grossly inefficient and any delay in implementation would require the next biennial budget to be developed in the existing system. This would also delay the development of a digital budget book, which is currently planned to be available to the public on July 1, 2025.

Coordination and Review
The selection of the recommended system was coordinated between Capital Projects and Finance Departments.

Budget/Cost Impact
The Finance Department currently has an appropriation of $40,000 in FY 2023/24 and $45,000 in FY 2024/25 for a transparency tool and digital budget book. The five-year cost proposed for the contract with Questica is $340,501.86, including $45,400 in implementation costs and $53,406 annually, inflated at 5% per year for the term of the contract.

An appropriation for the $45,400 in one-time implementation costs is requested, as well as ongoing software maintenance appropriations of $13,406 in FY 2023/24 and $11,077 in FY 2024/25. Funds for future years of the contract will be requested with the upcoming biennial budget. As this system is a City-wide use system, the costs will be borne in the Finance Department budget, 104-9054, and will be allocated out to all City cost centers based on the approved cost allocation methodology. The impact to any one fund for this much needed upgrade in efficiency and transparency is expected to be insignificant.

The one-time cost will be paid in installments throughout the duration of the implementation process, with some funds expected to be spent prior to June 30, 2024 and the remaining costs borne in FY 2024/25. The unused one-time budget from FY 2023/24 will carry forward to fund the completion of the implementation in FY 2024/25.

ATTACHMENTS

1. Resolution 24-53 approving amendments to the FY 2023/24 and FY 2024/25 O&M budgets

2. Questica, Ltd. Proposal
367
Attachment 1
RESOLUTION 24-53

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO APPROVING AMENDMENTS TO THE FY 2023/24 AND FY 2024/25 O&M BUDGETS FOR

IMPLEMENTATION OF A BUDGET SYSTEM
WHEREAS, the City Council adopted the biennial Operations and Maintenance (O&M) budget for Fiscal Years 2023-24 and 2024-25 on June 28, 2023; and WHEREAS, included in that budget, is $40,000 in FY 2023/24 and $45,000 in FY 2024/25 for a transparency tool and digital budget book system; and WHEREAS, Finance and Capital Projects staff have identified a budget system, transparency tool, and digital budget book system which will meet the City’s needs, require minimal changes to the existing process, result in significant improvement in efficient and transparency, and integrates with the City’s existing ERP; and

WHEREAS, one-time funds of $45,400 are needed to implement the system, and additional ongoing annual funds are required to fund the proposed contract; and WHEREAS, the system is a City-wide use and benefit, and the costs will be charged to the General Support Services Fund, Finance Department, and will be allocated to all City funds based on the approved cost allocation methodology, resulting in an insignificant increase to the budget for any single fund; 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 O&M Budget for the 2023/24 and 2024/25 fiscal years as shown below.

SOURCES
$58,806 Various, Allocated through cost allocation to all funds FY 2023/24 $11,077 Various, Allocated through cost allocation to all funds FY 2024/25 $69,883 Total Sources
USES
$45,400 104-9054-5261 Finance Prof. Services (one-time) FY 2023/24 $13,406 104-9054-5257 Finance Software Maintenance FY 2023/24 $11,077 104-9054-5257 Finance Software Maintenance FY 2024/25 $69,883 Total Uses

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

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

PASSED AND ADOPTED by the West Sacramento City Council this 15th day of May 2024, by the following vote:

AYES:
368
Resolution 24-53

Page 2 ends

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
369
Resolution 24-53

Page 3 ends

Exhibit A

SOURCES
Amount Fund-Activity-Work Order-Object (Description)
Amount Fund-Activity-Work Order-Object (Description)
Amount Fund-Activity-Work Order-Object (Description)
Amount Fund-Activity-Work Order-Object (Description)
Total Sources
USES
Amount Fund-Activity-Work Order-Object (Description)
Amount Fund-Activity-Work Order-Object (Description)
Amount Fund-Activity-Work Order-Object (Description)
Amount Fund-Activity-Work Order-Object (Description)
Total Uses (Total Sources and Uses Must Match)
370
www.questica.com © Copyright Questica. All rights reserved.

CITY OF WEST SACRAMENTO CA
MARCH 2024
Prepared By: Carlos Perez
Prepared On: March 14
th 2024
Brownsville, TX | December 2021
371
www.questica.com © Copyright Questica. All rights reserved. 2 March 14
th 2024
Roberta Raper
Director of Finance
City of West Sacramento, CA
Dear Roberta,
Questica Ltd. is thrilled with the possibility of partnering with the City of West Sacramento in its effort to transform the current budget development and management process. We welcome an opportunity to leverage over 25 years of success with similar sized customers across North America to help the City of West Sacramento. • Transition from labor-intensive, unsupported on premise software to an efficient, comprehensive, cloud based budgeting and forecasting software system
• Enable staff to more actively participate in a collaborative budgeting process remotely or in the office • Better serve the planning team, finance staff, executive leadership and the community by facilitating analytics with upto-date information presented in actionable reports, dashboards, and queries • Budget more effectively for personnel, manage multiple scenarios and decision packages in a single system with a consistent, user-friendly user-interface
Questica proposes a Software-as-a-Service (SaaS) subscription of our industry leading multi-user Questica Budget solution and our professional services for implementation, integration, configuration, training, and post-implementation customer support. Questica is unique in providing a fully integrated solution offered with a consistent and well-organized user-interface that is purpose-built for budgeting in the public sector.

Simply put, Questica is THE most trusted budgeting solution provider by governments in North America. Some key considerations that set Questica apart include the following:
• Full circle, end-to-end budgeting solutions: Questica provides a single solution with modules and functionality to address your budgeting needs from start to finish. Per your requirements, we’ve provided a proposal that addresses your Operating, Capital and Personnel budgeting needs.
• More configurable, less customizations: Questica’s 25 plus years in the government budgeting space means we’ve seen best practices across multiple budgeting approaches at hundreds of State and Local agencies and organizations.

Rather than customize the platform for each approach, Questica builds in incremental best practices as configurable options, offering Questica customers the ability to replicate those processes without re-inventing the wheel. Ultimately, this leads to quicker, less costly, and more stable implementations for long-term ROI. • You are in control: Questica Budget is designed for client-side administration, with security, reports, and workflow configurable at the admin user level. We also leverage a single tenant architecture, which means that each customer has a unique and segregated instance of our software, enabling the City of West Sacramento to choose when to apply software updates, based on your convenience and schedule. • Singular focus and purpose built for government: Questica Budget is not a generic “one-size-fits-all” solution, nor is it a “Swiss army knife” that proposes to do many things half-well. Instead, Questica Budget is a point solution that excels at enabling a collaborative budgeting process for state and local governments, and public agencies. Since our inception, we have been 100% focused on crafting best-in-class budgeting solutions for the public sector. • Right sized for you. Questica is big enough to support your organization, yet nimble enough to remain agile. We currently have 130+ employees, which means we have the resources needed to support large-scale, complex implementations while remaining flexible to accommodate your unique requirements. We manage all aspects of our customer implementation, from kick-off to post-implementation support, exclusively with Questica employees.

We have an unmatched track record of success in implementing our solutions for government organizations and we stand firm in our ‘getting it done right the first time’ mission. We look forward to continued conversations with your finance team and to demonstrating how Questica will provide unquestionable value and return on investment to the City of West Sacramento.

Sincerely,
Carlos Perez
Senior Account Executive
[email protected]
877.707.7755 ext.4421
372
www.questica.com © Copyright Questica. All rights reserved. 3 WHO WE ARE 4
WHO USES QUESTICA BUDGET? 5
ABOUT QUESTICA 6
KEY BENEFITS OF QUESTICA 7
QUESTICA BUDGET 8
OVERVIEW 8
OPERATING MODULE 8
PERSONNEL PLANNING & BUDGETING MODULE 9
CAPITAL MODULE 9
PERFORMANCE MODULE 10
QUESTICA INTEGRATION SYSTEM (QIS) 10
STATISTICAL LEDGER 10
SPECIAL FEATURES 10
ALLOCATIONS 11
ADVANCED SEARCHES 12
REPORTING AND DASHBOARDS 12
CHANGE REQUESTS/DECISION PACKAGES 12
ADVANCED CALCULATION ENGINE (ACE) 12
QUESTICA’S DIGITAL BUDGET BOOK SOLUTION 13
OPENBOOK TRANSPARENCY AND DATA VISUALIZATIONS 14
GOVERNMENT PROCUREMENT OPTIONS 15
QUESTICA BUDGET PRICE QUOTE 16
PRICING NOTES 18
SUMMARY 19
373
www.questica.com © Copyright Questica. All rights reserved. 4

WHO WE ARE
2021 – 2019 As part of Euna Solutions (previously GTY Technology), recognized by Government Technology in their annual GovTech 100 Index which showcases the 100 leading companies serving state and local governments in unique, innovative, and effective ways.
2019 CV Magazine’s Canadian Business Awards, “Best Cloud-Based Budgeting Software Solutions Provider.”
2018 “10 most trusted public sector solution providers” by Insights Success magazine.

For the past 25 years, Questica has partnered
with public sector organizations to enable
data-driven budgeting and decision-making,
while increasing data accuracy and
productivity and improving stakeholder trust.

These organizations are modernizing their
business processes using Questica’s
budgeting, performance, transparency, and
engagement software solutions.

Questica is consistently recognized as one of the leading and most trusted budgeting software solutions:

The Questica team is comprised of roughly 130+ technology experts, budget professionals and business specialists who have decades of experience working with local government. We in fact represent the largest group of budget software experts in North America dedicated to serving the public sector.

Euna Solutions is a leading provider of purpose-built, cloud-based solutions that power critical administrative functions and financial operations for the public sector. Formerly GTY Technology, Euna Solutions offers easy-to-use solutions for procurement, payments, grant management, budgeting, permitting and K-12 administration that are proven to increase operational efficiency, transparency, collaboration, and compliance.

Euna Solutions is a trusted partner to more than 2,000 government and public sector organizations across North America, empowering digital transformation and streamlining business processes through a relationship-centered, service-focused approach. Euna propels public sector progress. To learn more, visit www.eunasolutions.com.

Our team understands the unique challenges that government organizations face when preparing, managing, and sharing the details of a budget, and we bring our collective years of experience to the City of West Sacramento’s project.
374
www.questica.com © Copyright Questica. All rights reserved. 5 WHO USES QUESTICA BUDGET?
◆ Saramento Area Council of Governments
◆ City of Palo Alto
◆ Superior Court of California County of
Sacramento
◆ Suisun City ◆ City of Concord
◆ Bay Area Air Quality Management District ◆ San Francisco International Airport ◆ City of Santa Clara
◆ City of Sunnyvale
◆ City of Santa Ana
◆ Marin Clean Energy
◆ Oakdale Irrigation District ◆ City of Riverside
◆ California State University – Chico ◆ City of Corona
◆ City of Malibu ◆ City of San Luis Obispo
◆ Merced County ◆ City of Sonora

QUESTICA BUDGET CLIENT SUCCESS STORIES
375
www.questica.com © Copyright Questica. All rights reserved. 6

ABOUT QUESTICA

OUR MISSION
“We’re on a mission to simplify the complexities of public sector finance, empowering brilliance at every turn.”
—TJ Parass, Co-Founder of Questica
At Questica, our mission is to empower many to work together in a secure environment, to take control of their budget, and make informed decisions. For the past 25 years, Questica has partnered with public sector organizations to enable data-driven budgeting and decisionmaking, while increasing data accuracy and productivity and improving stakeholder trust.

These organizations are modernizing their business processes using Questica’s budgeting, performance, transparency, and engagement software solutions.

OUR GOAL
Questica’s goal is to drive budget transformation by creating a single source of data truth. As a leader of budgeting preparation and management software since 1998, Questica partners with public sector organizations to better enable data-driven budgeting and decision-making, while increasing data accuracy, productivity and improving stakeholder trust.

Over 800 local and provincial governments, colleges, universities, K-12 schools, hospitals, healthcare facilities and non-profit organizations have eliminated spreadsheets using our budgeting, performance, transparency and engagement solutions. Across 50 states, and 12 provinces and territories, we’ve engineered custom budget solutions for public sector customers which seamlessly integrate with existing financial and other systems.

WHY CLIENTS CHOOSE US
We have an unmatched track record of success in implementing our solutions for government organizations and we stand firm in our ‘getting it done right the first time’ mission. We’ve integrated highly scalable solutions for public sector entities managing budgets of a few million, and other organizations multi-billion-dollar annual spending plans. Our team is comprised of technology experts, budget professionals and business specialists. We are passionate and friendly collaborators who enjoy teaming with our customers to find the right solution to meet their needs. 376
www.questica.com © Copyright Questica. All rights reserved. 7

KEY BENEFITS OF QUESTICA

CLOUD-BASED
Questica Budget Suite is a cloud-based solution hosted on Questica’s secure Microsoft Azure server. Cloud-based solutions enable clients to access their budget data online at any time and from any location. Hosting on single tenant architecture means your budget data is isolated from other clients’, with the flexibility to choose when to upgrade to new versions of the product.

COLLABORATIVE
Budgeting is a people-centric process that requires communication and teamwork. The Questica Budget Suite is a collaborative platform that allows your budget managers to work with departments to prepare and manage budgets efficiently. We streamline budget access for financial and non-financial contributors; the result improves communication and expedites decision-making.

This is particularly important if staff work remotely.

FUNCTIONALITY
Questica Budget is feature-rich and provides powerful functionality for greater control and visibility into budgets. With the tools to calculate, analyze, forecast, report on, and develop what-if scenarios for budgets, users gain deeper financial insights while creating budgets that last. With seamless integration for flow of data to the existing ERP, users can build budgets based on accurate, real-time financial information.

CONFIGURABILITY
Configurability means fewer requirements for customization. This will save time, resources, and complexity both in the initial implementation, and through ongoing use as upgrades and enhancements are released. The bottom line is a significantly lower cost of ownership over your lifetime use of our product.

FLEXIBILITY
COVID-19 continues to challenge communities, heightening the need for local governments to make decisions quickly and accurately. Our product offers the capacity for multiple scenario models, for governments preparing for the future, and pivoting as plans change. When your plans shift, you don’t want to be limited by manual data entry, spreadsheets, or an inflexible legacy system. Questica Budget adapts with you, adjusting to your new budget trajectory to reallocate funds or evaluate potential cost savings.

INNOVATION
Innovation at Questica is driven by feedback on existing product features, and the anticipated need for new features that accommodate new challenges. Questica’s product strategy is based on feedback from our clients, all public sector organizations, and serves as a guiding star that directs our focus. From user forums to early adopter groups, Questica clients are with us every step of the way as we develop new features or improve the functionality of our product Suite. 377
www.questica.com © Copyright Questica. All rights reserved. 8

QUESTICA
BUDGET

OVERVIEW

OPERATING MODULE
The Questica Budget Suite is an end-to-end budgeting system that will help you manage the budgeting process with greater efficiency and accuracy. We are confident that our budget system is the right application for your needs, providing powerful features that support ongoing budget development and reveal key budget insights that may have been hidden in a spreadsheet.

Questica Budget is designed for non-finance department and non-technical users to prepare and maintain their budgets directly in the system. Budgets can be categorized on an organizational basis where cost centers roll-up into their respective departments and divisions and can also be categorized on a fund basis where cost centers roll-up into their particular funds and fund categories. Cost centers can easily be moved from one department and division to another, as well as from one fund to the next. Additional hierarchical structures can be configured as needed.

Role-based security ensures that users have streamlined access to only the data and functions that they need. Cost center information can be maintained, and comments, notes, and attachments (e.g., scans, documents, or links) may be added to the budget or even to the detailed line items. Budgets can be managed at a monthly, quarterly, annual, or biennial basis. Grids are configurable and may consist of historical years, current year, and future forecast years. 378
www.questica.com © Copyright Questica. All rights reserved. 9

PERSONNEL PLANNING & BUDGETING MODULE

CAPITAL MODULE
Questica Budget’s Personnel Planning & Budgeting module performs like a calculator with advanced features, enabling accurate modeling and forecasting all costs associated with positions (filled and vacant) to accommodate the workforce budget. Step or pay increases, cost of living adjustments, new benefits, and other employee-related costs are all accounted for.

Each position is a record of all the information
required to calculate base wages, as well as
overhead costs such as benefits, allowances, and
employer taxes; each is attributed to the
appropriate GL Account (object code). Positions
paid according to a union contract are assigned a
pay grade and step, calculating pay from the pay
scale for that contract. Alternatively, a position’s
base wage can be entered as a distinct salary
value for each position, or as a percentile of the
range configured for a selected grade.

Questica Budget’s Capital module simplifies and centralizes the process of capital budget planning and execution. Users can import prior years’ budget data (actual costs and budget values) into Questica Budget, and create multi-year capital projects where they can identify their expenditures and funding sources, and make adjustments as they prepare their budgets.

Users can construct their capital projects on
an annual, quarterly, or monthly basis, enter
narrations or explanations for their requests
and categorize their projects based on
different criteria such as tangible capital
assets, fund(s), or project status. Requests
get escalated through the configurable
workflow system integrated within Questica
Budget. Project ranking can also be
administered according to user-defined
criteria, and multiple project scenarios can be
created for each project.

The Capital module also gives the ability to
manage budgeting activities related to grant
programs of varying complexities. The “type”
field on projects is commonly used to indicate
that the project is to be treated as a grant.
379
www.questica.com © Copyright Questica. All rights reserved. 10

PERFORMANCE MODULE

SPECIAL FEATURES

STATISTICAL LEDGER

QUESTICA INTEGRATION SYSTEM (QIS)
Questica Budget’s Performance module
allows users to establish objectives and
track budget progress toward achieving
these objectives over time. Targets can be
identified by intended outcome, where
warning and critical threshold limits notify
users whenever budget performance
requires attention.

Measures, whether financial or statistical, may reference existing values already in the system, or may otherwise be manually entered. In either case, these measures can also be calculated based on other measures. They can be consolidated under various programs and can also be incorporated into an Organizational Scorecard. Responsibilities can be established for the various Programs and Measures, inclusive of due date and automated reminders, to facilitate workflow processing.

Questica Budget’s Performance module fully integrates with the rest of the Questica Budget Suite and leverages the Questica Dashboard platform. This functionality helps improve performance, encourages innovation within your team, encourages cost-effective practices, and delivers an enhanced level of transparency and accountability.

The Questica Budget Statistical Ledger allows budget staff to plan and track numbers other than spending dollars (e.g., hours worked, number of clients, resource utilization).

Staff can create a budget for any numeric data and work with it very much like financial budgets. This can be very useful for planning and tracking activities and outputs, and the data can be used as a guideline for building budgets. Statistical Ledger data can also be a component of a performance measurement plan.

Questica Budget will integrate with your city’s financial system via its proprietary Questica Integration System (QIS). QIS is a specialized, database-independent tool developed to exchange data between Questica Budget and external systems on a scheduled or as-needed basis. QIS also simplifies the integration process and reduces the time required to integrate Questica Budget with other customer systems or data warehouses.
380
www.questica.com © Copyright Questica. All rights reserved. 11

ALLOCATIONS
QIS provides a highly configurable framework for
importing or exporting budget related or nonfinancial data with existing and future external data sources, using API (Application Programming
Interface) and ETL (Extract, Transform and Load)
integration methods to ensure the budgeting
solution always reflects updated data.

The diagram on the right illustrates the Questica
Integration System. The Questica Budget
application is represented by the symbol at the top,
with the QIS system in the middle, and various
customer systems on the bottom. When data is
being extracted from an external system and
moved to Questica Budget, data would be moving
from the bottom to the top of the diagram. On the
other hand, when extracting data from Questica
Budget to insert into an external system, data
moves from the top to bottom.

The process can be scheduled or run on-demand by an authorized Questica user. Monitoring of scheduled integration tasks can be performed in many ways, but the most popular method is exception or failure notification, which can be configured to email one or more people. As detailed below, implementations can include three distinct interface points—two on the financial side and one on the HR/personnel side, and sometimes a fourth:

The Allocations tool within Questica Budget allows dollars to be moved throughout the Operating and Capital budget in a structured and balanced fashion. The functionality supports complex arrangements of allocations between many budget elements.

An employee’s cost may, for example, be split between multiple programs or cost centers, or Internal Service Provider budgets can be managed. In the latter example, an IT budget that is developed in detail like any other costing center may get allocated to other budget elements, perhaps using a cost driver such as ‘number of computers’ as the distribution basis. Once the allocation has been run, each recipient Costing Center will have a Destination Budget Line representing a portion of IT expenses, and the IT Costing Center budget will subsequently have a Recovery Budget Line that effectively zeroes out their allocated budget.
381
www.questica.com © Copyright Questica. All rights reserved. 12

ADVANCED CALCULATION ENGINE (ACE)

CHANGE REQUESTS/DECISION PACKAGES

ADVANCED SEARCHES

REPORTING AND DASHBOARDS
Questica Budget’s Advanced Calculation Engine is a powerful feature that brings familiar Excel functions into Questica Budget and allows users to create reusable calculation packages/models. The tool is simple to use and is designed to keep users working inside Questica Budget.

In addition to containing familiar Excel functions, there are also budget-specific functions documented in an integrated library, enabling users to reference data based on its qualities rather than by specific location.

For example, a function can be performed on the budget values for a particular account code or using the actuals from a certain statistical account. Functions can also be period-based, enabling the option to reference data from past months or years, or reference a range of data such as the average from the past three years for a given month or quarter.

Questica Budget’s Change Requests feature, also referred to as Budget Adjustments, Budget Modifications or Decision Packages, allow authorized users to process pre- and post-approval budget changes, both onetime and recurring, using a controlled process and workflow-based approval. These requests can be created individually, or they can be bundled together and treated apart from the general budget with their own dedicated approval process. Questica Budget does this in a controlled environment so that users can only submit, change, and see budget requests that are appropriate for them.

Questica Budget’s Advanced Search function is an intuitive user-facing feature that allows non-technical users to compose detailed searches using a variety of comparators and the ability to infinitely nest AND/OR groupings. Essentially, the Advanced Search functionality allows authorized users to perform sophisticated and highly dynamic data analytics and ad-hoc queries based on multiple dimensions, including specific criteria or descriptive words. This robust and powerful tool allows complex queries to be easily built up—one line at a time.

Questica Budget’s reporting and analytics capabilities are delivered as part of its core software feature set.

The system includes pre-built ad-hoc data views (i.e., queries), advanced “smart reports” that combine rows and columns of numbers with graphics (e.g., pie chart), 80+ pre-built ready-to-use reports, each with a variety of input selections, and pre-built dashboards with rich interactive visualizations of information that can be utilized to create actionable at-a-glance displays—all of which include data security to ensure users only see what they’re allowed to see. Standard reports leverage Microsoft’s SQL Server Reporting Services (SSRS) and can be copied and modified by budget staff without requiring programming skills. 382
www.questica.com © Copyright Questica. All rights reserved. 13 QUESTICA’S

DIGITAL BUDGET

BOOK SOLUTION
Questica’s Budget Book Studio solution is a user-friendly and comprehensive document management and financial reporting tool that enables our customers to create, collaborate, edit, approve, and publish an annual budget document with ease – eliminating the headaches often associated with managing multiple spreadsheets, version control issues, manual updates, and duplicating content.

Budget Book Studio is directly integrated with the Questica Budget module, allowing budget information to be seamlessly refreshed on-demand. Paired with our Questica OpenBook interactive online transparency solution, customers can provide the community with a complete understanding of the budget that is presented in a manner geared for a non-financial audience.

Key aspects of Questica’s Budget Book Studio include:
◆ GFOA compliant—meets all standards for GFOA Award Qualifying Book Production ◆ Automation—automates the creation of fund summary pages, charts, tables, and more ◆ Templates—creates new pages quickly with easy-to-use templates ◆ Multiple Formats—produces budget books in digital (online) and PDF (printed) formats ◆ Charts and Graphs—allows automatic updates of embedded narratives and smart charts 383
www.questica.com © Copyright Questica. All rights reserved. 14

OPENBOOK

TRANSPARENCY

AND DATA

VISUALIZATIONS

OPENBOOK CUSTOMER EXAMPLES
Questica Budget’s OpenBook tool fosters transparency for public agencies, enabling the information to be visualized in an array of charts, tables, bars, graphs, and GIS mapping for Capital planning. Like all Questica tools, OpenBook is intuitive and easyto-learn. With descriptive text, informational pop-ups, filtering and sorting capabilities, diving in and discovering information is made easy for all stakeholders. 384
www.questica.com © Copyright Questica. All rights reserved. 15

GOVERNMENT PROCUREMENT OPTIONS
Today’s modern governments have recognized the traditional methods of procuring software through Request for Proposal are expensive, time consuming, and often very limiting in scope. An increasing number of customers have contracted with Questica utilizing the methods outlined below.

1. Take advantage of contract vehicles and cooperative purchasing agreements. Contract vehicles are commonly relied upon as the most efficient way for governments to buy goods and services. Questica is listed on many cooperative purchasing contracts, such as DIR, Carahsoft, SHI, NASPO, BuyBoard, Sourcewell, and Omnia. These contracts include several vendors and were established via a competitive bidding process, much like an RFP cycle.

2. “Sole source.” This method refers to opportunities where Questica is the only provider able to deliver the set of solutions that a government entity is looking for. This can justify the avoidance of an RFP, since there are simply no other vendors in the market who can deliver the necessary goods or services.

3. Piggyback contracts: To satisfy procurement policy, many Questica customers choose to piggyback from contracts already vetted by a competitive RFP process of similar size and scope. For example, The City of Spokane utilized a piggyback agreement (i.e., cooperative agreement statement) with City of Seattle to purchase Questica. Questica is open to helping explore best fit piggyback options with current customers.

4. Emergency Funding: State and local governments need the right tools to remain flexible and make critical data driven decisions. Several Questica customers, such as Imperial County, CA have invoked emergency purchasing measures to fund the purchase of Questica. The funding from the American Rescue Plan Act provides an opportunity for state and local governments to purchase new technology in support of expanding services to citizens and improving responsiveness.

Specifically, sections 602(c)(1)(C) and 603(c)(1)(C) of the Act provide recipients with broad latitude to use the Fiscal Recovery Funds for the provision of government services. Questica Budget now includes a built-in calculator which automates the lost revenue calculation formula as outlined in the guidance. Included below is sample verbiage that could be utilized to justify purchase of Questica Budget using ARPA funds.

American Rescue Plan Justification
◆ Whereas COVID-19 and the required response by the (name of local government) had a significant impact on the budget of (name of local government), and ◆ Whereas: expenditures for essential public health and safety workers were higher than budgeted to ensure public health welfare and safety concerns; and
◆ Whereas: remote work of non-essential (name of local government) staff resulting from stay-at-home orders and legislated social distancing in the workplace revealed the need for upgrading IT software and infrastructure; and
◆ Whereas: ____(name revenue source; e.g. sales tax, hotel tax, etc.) revenues in the (insert most full fiscal year) were reduced due to the economic impact of COVID-19 causing a budgeting shortfall, and ◆ Whereas: the (name of local government) needs to procure budgeting and performance management software that will enhance its ability to respond to the COVID-19 emergency and ◆ Whereas: the budgeting and performance management software will increase efficiency, improve constituent services, and enable remote work, and
◆ Whereas: the revenues to procure such software are not available due to the economic impacts of COVID-19 on the (name of local government) revenues.
◆ Now therefore be it resolved that the (name of local government) hereby declare that the use of American Rescue Plan Act funds in the amount of $______ be used to procure….

Should this method be the preferred procurement option, we are more than happy to facilitate reference conversation. 385
www.questica.com © Copyright Questica. All rights reserved. 16 Prepared for:

Roberta Raper
Director of Finance
City of West Sacramento CA
March 14
th 2024
Prepared by:

Carlos Perez
Questica Ltd.

Questica Budget
Price Quote
Questica Budget
Price Quote
386
www.questica.com © Copyright Questica. All rights reserved. 17

QUESTICA BUDGET PRICE QUOTE
Quotation ID#: City of West Sacramento CA - 03142024
Description Qty. Total
Questica Budget Framework – All Modules
Operating License Seats Unlimited
Personnel Planning & Budgeting License Seats Unlimited
Capital License Seats Unlimited
Unlimited Read-Only Licenses Included
Performance Measures Included
Allocations Included
Statistical Ledger Included
OpenBook Transparency Included
Budget Book Studio Included
Questica Year 1 Software Subscription
(including software, maintenance, support and hosting) $53,406.00 Questica Budget Framework – All Modules
Planning & Analysis Included
Installation Included
Data Load & Verify Included
Accounting Integration Included
Customizations Not Included
Customized Reports Not Included
Training Included
Project Management Included
Single Sign On Included
Automated Integrations with Central Square
Operating – Actuals Import, Budget Export, Amended Budget Export Included Capital – Actuals Import, Budget Export Included
Total Questica Professional Services: (one-time fee) $45,400.00 GRAND TOTAL (Year 1) $98,806.00
387
www.questica.com © Copyright Questica. All rights reserved. 18

PRICING NOTES
Quotation ID#: City of West Sacramento CA - 03142024
Pricing valid though: May 13th 2024
◆ Questica annual subscription is based on a 5-year term ◆ Questica will apply a 5% inflationary increase beginning in year 2 Questica Annual Fees
▪ Year 1 is $98,806.00 (SaaS and Professional Services) ▪ Year 2 is $56,076.30 (includes 5% increase)
▪ Year 3 is $58,880.12 (includes 5% increase)
▪ Year 4 is $61,824.12 (includes 5% increase)
▪ Year 5 is $64,915.33 (includes 5% increase)
▪ Total 5 Year contract is $340,501.86
Above pricing US dollars. Applicable Taxes Extra. Pricing is not applicable in response to a formal RFP Process.

Terms of Payment
◆ Software:
▪ 100% upon Contract Effective Date (Net 30)
▪ Year 2 due 365 days from Contract Effective Date and annually thereafter ◆ Professional Services:
▪ Professional Services:
▪ 25% due the earlier of software installation or 30 days from Contract Effective Date ▪ 25% due the earlier of historical (Operating) budget available for validation or 60 days from Contract Effective Date
▪ 25% due the earlier of (Operating) actuals import integration configuration created & tested or 90 days from Contract Effective Date
▪ 25% due the earlier of completion of training or 120 days from Contract Effective Date 388
www.questica.com © Copyright Questica. All rights reserved. 19

SUMMARY
Questica greatly appreciates the City of West Sacramento’s interest in learning more about our Company and our software. As stated, we welcome an opportunity to leverage our more than 25 years of success in public sector budgeting, to help improve the efficiency and effectiveness of its budgeting process and to provide a technology solution that optimizes and supports the budget formulation and management cycle.

We are happy to address questions and engage in more detailed conversations to showcase how our software fits your requirements, our implementation approach, and the support our company provides. I would also be happy to facilitate introductions to current clients and would encourage you to connect with your peers to understand why they decided to partner with Questica - the most trusted solution for government organizations. 389

CITY COUNCIL AGENDA REPORT
MEETING DATE: ITEM # 14
SUBJECT:

CONSIDERATION OF PURCHASE OF FOUR POLICE MOTORCYCLES AND ADOPTION OF RESOLUTION 24-54 APPROVING A BUDGET AMENDMENT FOR THE OUTFITTING

OF FOUR POLICE MOTORCYCLES AND MOTOR OFFICER EQUIPMENT IN FYS 2023/2024 AND 2024/2025
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Jason Winger, Lieutenant
Department: Police
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
The purpose of this report is to obtain City Council approval for the purchase of four (4) police motorcycles from Long Beach BMW and authorization to appropriate funds to outfit four (4) police motorcycles, for the outfitting of four (4) police motorcycles and to equip new motor officers.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Authorize the City Manager to approve the purchase of four police motorcycles from Long Beach BMW; and

2. Adopt Resolution 24-54 approving a budget allocation of $212,000 (one-time) and $10,000 annually for the purchase of the four (4) motorcycles, the outfitting of the motorcycles and motor officer officer equipment in FY 2023/2024 and 2024/2025.

BACKGROUND
The West Sacramento Police Department’s Traffic Unit is currently staffed with a Lieutenant, Sergeant and three full-time motor officer positions, three part-time traffic officers and supported by an additional three sworn staff who function as auxiliary motor officers to support special events and traffic enforcement operations on an extra help bases. The current motorcycle fleet consists of eight operational motorcycles, one of which has served as a training motorcycle. Due to increases in traffic enforcement needs within the city, increased numbers of special events and baseball games at Sutter Health Park, traffic unit part time staff has been increased with intentions of increasing the full time staffing to meet the growing traffic enforcement need and the addition of A's Baseball which will bring the annual game total to over 150 baseball games in 2025.

Without funding the purchase of new motorcycles, staff will not have the ability to expand the traffic unit to meet the current need and will prevent the creation of a motorcycle replacement plan. This will prevent staff from fulfilling the needed staffing for special events and traffic enforcement. The limitations of having one training motorcycle at a time which there is a need to train multiple motor officers will require the use of operational motorcycles for training. This will likely result in damage to and needed repair or replacement of the motorcycle used in training.

ANALYSIS
At the outset of this purchase and expansion request for the traffic unit, it is the department’s intent to have a total of twelve operational motorcycles with eight being allocated to full-time and part-time motor officers, two for use by auxiliary motor officers and two for training motorcycles. There is a need to purchase the four new BMW motorcycles by June 1, 2024 due to an assembly line shut down which is anticipated to delay orders placed beyond January 1, 2025 for approximately 18 months. This delay would impede the ability to deploy these motorcycles for the 2025 baseball season to meet the expanded operational need. In addition to the operational need to grow the motorcycle fleet increasing the fleet size will provide the ability to have tiered motorcycle fleet plan which includes primary use motorcycles, auxiliary motorcycles and training motorcycles. This plan will allow for the implementation of a replacement cycle which replaces the fleet over a period of time rather than at once which causes the unit to be taken offline during the replacement time period. With the increase of the motorcycle fleet size, there is a need to increase the O&M fund to maintain the motorcycles.

The deployment of a fleet of ten operational motorcycles will allow the police department to meet the current and growing public safety need for special events, traffic safety operations and the 2025 increase of baseball games 390
Traffic Unit Motorcycle Purchase
May 15, 2024

Page 2 ends

to over 150 games at Sutter Health Park. Maintaing two operational training motorcycles for training of new motor officers is necessary for the size of the unit and to not damage operational motorcycles.

The City’s Administrative Policy for procuring City vehicles has a provision in the Purchasing Procedures that encourages working with other governmental jurisdictions or purchasing agents on the procurement of City vehicles. The Purchasing Vehicles Through State Contract administrative policy states “As an administrative efficiency, it is highly encouraged that vehicles be purchased through purchasing alliances as opposed to the formal bid process. Cooperative arrangements can significantly expedite the procurement by utilizing another governmental entity’s competitive solicitation process. The Purchasing Agent has determined that an identical purchasing alliance’s formal contract price from another source may be purchased without obtaining written quotes from other vendors.”
Procurement of Police Motorcycles
The city used a cooperative contract under the City of Sacramento - BMW Police Motorcycles bid B22153311006 contract between Long Beach BMW and City of Sacramento which is currently active through 2027. Long Beach BMW was willing to continue to honor this pricing to the City of West Sacramento.

Police Motorcycle Outfitting
The cost of purchasing the four (4) motorcycles does not include necessary communications and operational equipment. This equipment is purchased by the department outside of the motorcycle purchase. Some of this equipment will be provided to the vendor for installation prior to delivery. Due to the expansion of the unit, there is no available used equipment to meet this need. The equipment needed for outfitting the new motorcycles includes motorcycle radios, radio/motorcycle interface equipment, motorcycle patrol rifles, radar units and mounting hardware, lidar holder, phone and printer mounts and box organizers.

Police Motor Officer Outfitting
As a result of officers promoting, leaving the department for other agencies and expanding the size of the unit to meet operational needs, there is a need to train and equip new motor officers with uniforms and safety equipment specifically for operating a police motorcycle. This safety gear includes helmets, communications equipment, inclement weather gear and other designated equipment for the safe performance of their duties.

Listed below is the estimated costs for this project as reflected in the attached decision package. This cost analysis is based on prior purchases and current equipment costs.

One-time expenditures:

Motor Officer Safety Equipment $32,000.00
Motorcycle Purchase $120,000.00
Motorcycle Radios $32,000.00
Motorcycle Radio Accessories $8,000.00
Installation Equipment $20,000.00
Annual ongoing costs:

Increase in Traffic O&M $10,000.00
Total first year expenditure $222,000.00
Environmental Considerations
N/A
Commission Recommendation
N/A
Strategic Plan Integration
These efforts support the City’s vision of People Feeling Safe and Secure as it will provide outfitted police motorcycles and equipment for the Traffic Unit to safety manage special events and conduct traffic safety and enforcement operations in West Sacramento.
391
Traffic Unit Motorcycle Purchase
May 15, 2024

Page 3 ends

Alternatives

1. Lease four motorcycles for the expansion rather than purchase to lessen the FY 2023/2024 expenditure and spread out the cost over a period of time.2. Not expand the traffic unit and continue to operate with the current fleet.

Neither of these alternatives are recommended. A delay in appropriation and order, with the closing of the production line, would result in a significant delay in receiving the vehicles, and as a result, the department being ill-equipped to respond to requirements of Major League Baseball and the impacts the additional games and attendance will have on traffic surrounding the ballpark. Additionally, the interest rate environment for financing capital purchases is not favorable, and the cost to purchase the motorcycles is minimal, so purchase is recommended over lease financing.

Coordination and Review
This report was prepared by Police Department and Finance staff.

Budget/Cost Impact
Staff is requesting a one-time budget appropriation of $212,000.00 for purchase of the four (4) new police motorcycles and for the outfitting of the motorcycles and motor officer equipment and an increase to the Traffic Unit O&M of $10,000 per year for a total first year expenditure of $222,000.00. The funding for this purchase is proposed to come from the one-time General Fund. Sales tax revenues are coming in higher than previous projections, so there is projected to be sufficient capacity for this one-time expenditure. Additionally, the police department currently has an ongoing annual appropriation of just over $40,000 for the previous capital lease payment which was fully paid in a prior fiscal year. Staff is proposing to maintain this appropriation as a transfer to the General Equipment Replacement Fund to set aside funds for the replacement of the motorcycles at the end of the three-year useful life.

ATTACHMENTS

1. Resolution 24-54

2. Decision Package # DP00180

3. Sacramento City Bid # B22153311006
392
Attachment 1
RESOLUTION 24-54

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

APPROVING A BUDGET APPROPRIATION FOR THE PURCHASE AND OUTFITTING OF FOUR (4) MOTORCYCLES AND MOTOR OFFICER EQUIPMENT IN FY 2023/24 and FY 2024/25
WHEREAS, West Sacramento Police Department’s Traffic Unit has experienced increase traffic enforcement needs within the City, including an increased number of special events, and an expected increase in the number of baseball games at Sutter Health Park; and WHEREAS, the addition of A’s baseball is expected to bring the total number of baseball games annually at Sutter Health Park to over 150; and WHEREAS, Police Department staff propose to expand the number of motorcycles in the fleet to allow for an appropriate replacement schedule, additional training motorcycles, and additional motorcycles to allow for expansion of the Unit to provide an appropriate level of service to special events and other events within the City; and

WHEREAS, the order window for motorcycles ends June 1, 2024 and an assembly line shut down is anticipated to delay orders placed beyond January 1, 2025 for approximately 18 months; and
WHEREAS, to purchase and outfit four (4) motorcycles and to purchase motor officer equipment, a one-time appropriation of $212,000 and an ongoing annual appropriation of $10,000 are requested, to be funded by the General Fund; and
WHEREAS, General Fund sales tax revenues are projected to come in over prior forecasts, providing sufficient capacity for the one-time expenditure of $212,000 and the ongoing annual cost of $10,000; 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 O&M Budget for the 2023/24 and 2024/25 fiscal years as shown below.

SOURCES
$180,000 107-0000-3110 One-Time General Fund FY 2023/24 $32,000 107-0000-3110 One-Time General Fund FY 2024/25
$10,000 101-0000-3110 General Fund FY 2024/25
$222,000 Total Sources
USES
$180,000 107-9116-5575 Motorcycle & Outfitting Costs FY 2023/24 $32,000 107-9116-5575 Motor Officer Safety Equipment FY 2024/25 $10,000 101-9116-5255 Annual Vehicle Maintenance FY 2024/25 $222,000 Total Uses

2. The City Council hereby finds that the facts set forth in the recitals to this Resolution are true and correct and establish the factual basis for the City Council’s adoption of this Resolution.
393
Resolution 24-54

Page 2 ends

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

PASSED AND ADOPTED by the West Sacramento City Council this 15th day of May 2024, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
394
Budget Decision Package
$0.00
$222,000.00
$222,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00180
Status: Budget Review
Title: Traffic Unit Expansion and Motorcycle Purchase
Department: Police Priority: 1
Contact: Jason Winger Phone: (916) 617-4914
Mandatory: Yes
Section 1 - General Information
Strategic Plan:

Waterfront Districts Public Safety & Security
Description:

Project Type:

Change to Existing Program/Service
The West Sacramento Police Department’s Traffic Unit is currently staffed with a Lieutenant, Sergeant and three fulltime motor officer positions, three part-time traffic officers and supported by an additional three sworn staff who function as auxillary motor officers to support special events and traffic enforcement operations on an extra help bases.

The current motorcycle fleet consists of eight operational motorcycles, one of which has served as a training motorcycle. Due to increases in traffic enforcement needs within the city, increased numbers of special events and baseball games at Sutter Health Park, traffic unit part time staff has been increased with intentions of increasing the full time staffing to meet the growing need and the addition of A's Baseball. At the outset of this purchase and expansion request for the traffic unit, it is the departments intent to have a total of twelve operational motorcycles with eight being allocated to full time and part time motor officers, two for use by auxiliary motor officers and two for training motorcycles.

This plan would would additionally allow for the development of a motorcycle replacement cycle in which motorcycles are replaced on a schedule over a period of time rather than replacing multiple motorcycles at once. With this plan, new motorcycles would be purchased for full time staff and older motorcycles was be transferred to part time staff and to use by auxiliary staff and for training based on the age and condition of the motorcycle. Auxiliary motorcycles would be made available for use when primary motorcycles are out of service for maintenance or repairs. The addition of four new motorcycles will require the purchase of safety equipment for each motorcycle to include, radio, radar, rifle, additional lighting and accessories. As part of the expansion of the unit and backfilling staff which have left the organization, there is a need to train and purchase equipment for new motor officers.

The motorcycle purchase would be done under an existing 2022 City of Sacramento bid. Orders are required to be placed by June 1, 2024 due to BMW halting manufacturing for a period of time for build changes. This will result in a significant delay in delivery and outside the time period the purchase is needed.

Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9116 5572 Motorcycle Purchase
Purchase four BMW police motorcycles at a cost of
$30,000 each for a total of $120,000 under an existing City of Sacramento 2022 bid.
$0.00 $120,000.00 Yes
101 9116 5572 Motorcycle Radios
Purchase cost for (4) motorcycle radios: $32,000.00
$0.00 $32,000.00 Yes
101 9116 5572 Motorcycle Radio Accessories
Purchase radio accessories: $8000.00
$0.00 $8,000.00 Yes
101 9116 5572 Installation Equipment
Purchase of miscellaneous equipment for install: $20,000 $0.00 $20,000.00 Yes
395 Page 1 of 2
101 9116 5215 Motor Officer Safety Equipment
Purchase of motor officer safety equipment: $8,000 per
officer for a total of four officers $32,000.00
$0.00 $32,000.00 Yes
101 9116 5255 Increase in Traffic O&M
Increase in O&M for the addition of motorcycles and motor officers.
$0.00 $10,000.00
Total $0.00 $222,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Purchase four new BMW motorcycles by June 1, 2024 to expand the size of the traffic unit and establish a motorcycle replacement plan.

Increase the O&M fund for the increased number of motorcycles.

Deploy a fleet of ten operational motorcycles to meet the current and growing public safety need for special events and traffic safety operations.

Maintain two operational training motorcycles for training new motor officers and for ongoing training of current motor officers as to not damage motorcycles being used in the field by staff.

Train and equip four new motor officers.

Consequences of Not Funding:

Limitations of one training motorcycle at a time of need to train four motor officers will require the use of operational motorcycles for training which will likely result in damage to and needed repair or replacement.

Alternatives Considered:

Lease four motorcycles for the expansion rather than purchase to lessen the 2024/2025 expenditure and spread out the cost over a period of time.

Not expand the traffic unit and continue to operate with the current fleet.

Section 4 - Attachments
Attachment Attachment Description
City of Sacramento Motorcycle Bid City of Sacramento motorcycle bid 396 Page 2 of 2
397
398
399
400
401
402
403
404
405
406
407
408

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 15, 2024 ITEM # 15
SUBJECT:

CONSIDERATION OF ADOPTION OF RESOLUTION 24-39 APPROVING AMENDMENTS

TO THE SEWER FUND OPERATIONS AND MAINTENANCE AND CAPITAL IMPROVEMENT PROJECT BUDGETS FOR FISCAL YEAR 2023-24 FOR THE PURCHASE

OF A VACCON
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Lorianne Landsaw, Senior Analyst
Public Works Operations & Maintenance
Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this report is to provide the City Council with sufficient information to adopt Resolution 24-39 amending the Capital Improvement Program budget to transfer Sewer Enterprise funds for the purchase of a Vaccon.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1) Adopt Resolution 24-39 approving a transfer of $750,000 to the Sewer Fund Operations & Maintenance (O&M) fund from the Capital Improvement Project Fund budget for Fiscal year 2023-24 for the purchase of a Vaccon; and
2) Direct staff to purchase equipment from the lowest responsible bidder.

BACKGROUND
Vacuum trucks are heavy equipment used by the City for multiple applications, including sanitary sewer cleaning, hydro excavation, and storm drain maintenance. Vaccon trucks, in particular, generate the powerful suction necessary for waste management tasks, using a high-pressure hose to dislodge solid and semi-solid material.

There are 3,000-gallon tanks that serve as storage components and the hydraulic boom provides for maneuverability of the hose, especially in challenging locations.

ANALYSIS
The vacuum truck currently assigned to the Sewer Division of Public Works has been in service for 9 years and has reached the end of its useful life, typically 7-10 years. The truck is constantly going out of service and requiring expensive, time-consuming repairs, leaving the Sewer Division without a piece of necessary equipment required when responding to calls like Sanitary Sewer Overflows (SSO’s).

As this is a specialized piece of equipment, staff reached out to the authorized distributors in the area to request quotes. The same truck chassis (Freightliner), tank capacity (3,000 gallons) and attachments were requested from Owen Equipment of Fairfield, CA (authorized distributor for Vactor vacuum trucks) and Municipal Maintenance Equipment of Sacramento, CA (authorized distributor for Vaccon vacuum trucks) for a clear sideby-side comparison. After evaluating the quotes received, staff recommends that the City Council approve the purchase of a Vaccon vacuum truck.

Environmental Considerations
Not applicable.

Commission Recommendation
Not applicable.

Strategic Plan Integration
This purchase is consistent with the City of West Sacramento’s Strategic Principle of Core Services and Infrastructure, in an effort to provide well-maintained infrastructure.

Alternatives
The Council’s primary alternatives are summarized below:
1) Approve the recommended action as described above.
2) Direct staff to submit a one-time decision package for the upcoming mid-term budget. 409
Resolution 24-39 Vaccon Funding
May 15, 2024

Page 2 ends

3) Reject the recommended action.

Alternatives 2 and 3 are not recommended as the lead time for ordering vacuum trucks from either vendor is 7- 9 months, and leaving staff to rely on a failing piece of equipment could result in the inability to properly respond to SSO’s and resulting EPA fines.

Coordination and Review
This report was prepared by the Public Works Operations & Maintenance Department and has been coordinated with and reviewed by the Capital Projects Department and Finance Department.

Budget/Cost Impact
Staff has identified CIP 33027, Gravity Sewer System-Wide Rehabilitation/Replacement as a funding source for this purchase, which has sufficient appropriation to cover the fund transfer as requested in the Resolution.

ATTACHMENTS
1) Resolution 24-39
2) Vaccon Quote
410
Attachment 1
RESOLUTION 24-39

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO APPROVING A TRANSFER OF $750,000 TO THE SEWER FUND OPERATIONS AND

MAINTENANCE (O&M) FUND FROM THE CAPITAL IMROVEMENT BUDGET FOR FISCAL YEAR 2023-24 FOR THE PURCHASE OF A VACCON
WHEREAS, the City Council adopted the biennial Operations and Maintenance (O&M) budget for Fiscal Years 2023-24 and 2024-25 on June 28, 2023; and WHEREAS, the City Council adopted mid-year amendments to the Operations and Maintenance (O&M) budget for Fiscal Year 2023-24 on January 17, 2024 via Resolution 24-7; and
WHEREAS, based upon information received subsequent to the adoption of the budget, the City Manager has prepared and proposed an amendment to budgeted expenses for the 2023-24 fiscal year; and

WHEREAS, the vacuum truck assigned to the Sewer Division has reached the end of its useful life and needs immediate replacement; and
WHEREAS, the available balance in the 33027 – Gravity Sewer System Rehabilitation CIP is projected at $993,598, taking into account appropriations already approved for the fiscal year, and is sufficient to cover the one-time costs of the proposed amendment; and WHEREAS, staff is proposing to transfer $750,000 of the balance in the the Gravity Sewer System Rehabilitation project (CIP 33027) to the Sewer operating fund to fund the purchase of the Vaccon vacuum truck; 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 O&M Budget for the 2023- 24 fiscal year as listed below.

SOURCES/USES
$750,000 501-9410-4990 Transfer from project
($750,000) 502-9421-5530/502-33027-5800 Gravity Sewer Rehab $750,000 502-9421-5950/502-33027-5950 Transfer out from project $750,000 501-9410-5575 Vaccon purchase
$0 TOTAL SOURCES/USES
*Note: Interfund transfers not included in total to avoid duplication of total costs.

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 West Sacramento City Council this 15th day of May 2024, by the following vote:
411
AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
412
413
414
415
416

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 15, 2024 ITEM # 16
SUBJECT:

CONSIDERATION OF ADOPTION OF THE TOTAL TENTATIVE AGREEMENT ON

ECONOMIC TERMS FOR THE SUCCESSOR MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF WEST SACRAMENTO AND THE WEST SACRAMENTO FIREFIGHTER’S ASSOCIATON AND ADOPTION OF RESOLUTION 24-57 APPROVING AMENDMENTS TO THE BUDGET FOR FISCAL YEAR 2023/24 AND 2024/25 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Amanda Berlin, Assistant City Manager
Liane Lee, Human Resources Manager
Kaitlyn Montez, Sr. Human Resources Analyst
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to seek City Council consideration of approval of a total tentative agreement on terms for a thirteen (13) month successor Memorandum of Understanding (MOU) between the City of West Sacramento and the West Sacramento Firefighter’s Association (FFA) and Resolution 24-57, approving related budget amendments.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Approve the total tentative agreement on terms for a successor Memorandum of Understanding between the City of West Sacramento and the West Sacramento Firefighter’s Association effective June 1, 2024 through June 30, 2025;

2. Approve the updated Classification Plan (Salary Schedule) and Benefits Summary for the FFA; and

3. Adopt Resolution 24-57 approving amendments to the approved biennial budget for Fiscal Years 2023/24 & 2024/25 to fund the proposed salary and benefit changes.

BACKGROUND
The current MOU between the City of West Sacramento (City) and FFA will expire on May 31, 2024. Negotiations for a successor MOU commenced on March 26, 2024. A total tentative agreement was reached by the City and FFA on May 7, 2024. Represented members of FFA are scheduled to ratify the total tentative agreement on May 15, 2024.

The negotiated economic terms of the successor agreement are specifically designed to foster recruitment and retention through increasing the competitiveness of compensation.

ANALYSIS
The City and FFA agreed to a total tentative agreement (TTA) for a thirteen (13) month successor MOU effective June 1, 2024 through June 30, 2025. The TTA is attached hereto as Attachment 1 and contains a number of non-economic and economic terms. Key economic points of the TTA are summarized below. Staff will return at a future meeting with the full, successor MOU incorporating these and other non-economic provisions for City Council approval.

1. Effective the payroll period inclusive of June 1, 2024, employees shall receive a general salary increase of ten percent (10.0%).

2. Effective the payroll period inclusive of June 1, 2024, increase cap on education/certificate incentives from 8.5% to 10.0%.

3. Effective the payroll period inclusive of June 1, 2024, include one percent (1.0%) for Rope Rescue Technician certificate to eligible incentives under the education/certificate incentive section.

4. Effective the pay period inclusive of June 1, 2024, employees with more than 15 years of service but less than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a one-time, non-PERSable lump sum bonus in the amount of one and onehalf percent (1.5%) of their annual base rate of pay.

5. Effective the pay period inclusive of June 1, 2024, employees with more than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a 417
West Sacramento Firefighter’s Association Total Tentative Agreement May 15, 2024

Page 2 ends

one-time, non-PERSable lump sum bonus in the amount of three and one-half percent (3.5%) of their annual base rate of pay (which includes the above referenced 1.5%).

6. Effective June 1, 2024, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum. a. Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,075 per month.
b. Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $1,822 per month.
c. Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,377 per month. d. In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
e. Share the Savings (Medical Opt Out):
i. Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental/vision up to the family rate depending on coverage selected.
ii. New employees hired on or after July 1, 2018, who opt out will receive four hundred and seventy-five dollars ($475) and City paid basic dental/vision at the employee only rate.

Employees can purchase up to the family rate with the opt out funds.

7. Effective January 1, 2025, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum. a. Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,175 per month.
b. Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $1,922 per month.
c. Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,477 per month. d. In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
e. Share the Savings (Medical Opt Out):
i. Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental/vision up to the family rate depending on coverage selected.
ii. New employees hired on or after July 1, 2018, who opt out will receive four hundred and seventy-five dollars ($475) and City paid basic dental/vision at the employee only rate.

Employees can purchase up to the family rate with the opt out funds.

Environmental Considerations
Not applicable.

Commission Recommendation
Not applicable.

Strategic Plan Integration
These recommendations support the City Council’s Mission to provide Quality Municipal Services and a City government that is financially sound with a superior workforce.

Alternatives
The City Council may choose to accept or reject any or all of the terms of the agreement. However, should the terms of this agreement be rejected or modified, the City and the Union will have to reopen negotiations.

Coordination and Review
Representatives of the FFA and the City of West Sacramento (Human Resources & Finance) have agreed to the terms of the agreement. The FFA membership is scheduled to ratify the tentative agreement on May 15, 2024.
418
West Sacramento Firefighter’s Association Total Tentative Agreement May 15, 2024

Page 3 ends

Budget/Cost Impact
The approval of the MOU with the West Sacramento Firefighter’s Association will result in a total additional cost of $226,161 in Fiscal Year 2023/24 ($124,150 in ongoing costs and $102,010 in one-time costs) and $1,397,608 in ongoing costs starting FY 2024/25. Ongoing costs are borne primarily by the General Fund, with $50,547 of ongoing annual costs borne by the Measure K fund. One-time costs of $1,675 will be funded by the Measure K Fund while remaining one-time costs of $100,335 will be funded using one-time General Fund balance. This item requests adoption of Resolution 24-57 approving amendments to the adopted budget for the General Fund, One-Time General Fund, and the Measure K Fund to fund the proposed changes in salary and benefits for the Firefighter’s Association MOU for FY 2024-25.

ATTACHMENTS

1. Total Tentative Agreement

2. Benefit Summary (Redline)

3. Benefit Summary (Clean)

4. Classification Plan (Salary Schedule)

5. Resolution 24-57
419
1 CITY OF WEST SACRAMENTO AND
LOCAL 522 / WEST SACRAMENTO FIREFIGHTER’S ASSOCIATION
CITY COUNTER-PROPOSAL #2 REVISED OFFERED: May 6, 2024
Responding to FFA Counter-Proposal: April 30, 2024

3. LOCAL 522 RIGHTS

3.1. Financial Reports
Upon request, Local 522 shall annually submit copies of a financial report similar to that required by the Labor-Management Disclosure Act of 1959, to the City’s Human Resources Manager.

Copies of such reports shall be available to employees at the offices of Local 522.

Failure to file such a report within one hundred (100) days of the close of the Local 522’s fiscal year shall result in the termination of all dues deductions, without jeopardy to any employee, until said report is filed.

3.2. Payroll Deductions
The City shall deduct Local 522 dues, initiation fees, assessments, and associated provided insurance from each pay check. The City shall promptly pay to the designated payee all sums so deducted.

3.3. Hold Harmless
Local 522 shall indemnify and hold harmless the City, its officers and employees harmless from any and all claims, demands, suits, or any other action arising from the collection of dues. In no event shall the City be required to pay from its own funds Local 522 Association dues, initiation fees, assessments and association provided insurance.

3.4. Local 522 Release Time
Local 522 shall have a reasonable amount of release time for labor negotiations with the City and associated meetings and for employee/employer relations’ matters involving the City and Local 522.

For other Local 522 business, a union time bank has been established. The bank will allow designated representatives to utilize time for the sole purpose of performing or conducting Local 522 activities, subject to the following conditions:

DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 420
2 1. Employees may donate only vacation, CTO or holiday hours from their accrued leave balance to the bank. Such donation shall be voluntary, non-revocable and not returnable to the employee. An employee must complete a voluntary donation form to allow the deduction of hours. Effective the first full calendar quarter following final approval of this MOU, donations will only be allowed during the first two weeks of each calendar quarter (i.e. January, April, July and October.)

2. The maximum number of hours any member shall donate is twelve twenty-four (2412) hours per calendar year. Upon receipt of the voluntary donation form, Human Resources will immediately add those hours to the union time bank. The union time bank will be maintained by the Human Resources Division. Human Resources will provide a semi-annual report on bank transactions to the West Sacramento Unit Representative, Local 522.

3. Use of the union leave bank shall be approved through the department’s normal leave request process and shall not be unreasonably denied.

4. When the designated representative takes approved leave, the union time bank will be charged an hour and a half for each hour an employee’s replacement is required to work, if needed. If no employee overtime is needed, the deduction will be on an hour- to- hour basis.

5. Union leave is authorized only to the amount of credit existing in the bank. The remaining unused amount in the bank on December 31stshall be carried over into the next calendar year.

6. Local 522 shall indemnify and hold the City harmless from any liability resulting from any and all claims, demands, suits or any other action arising from compliance with this section or in reliance on any documentation furnished under this section.

7. During the term of this contract only, tThe City shall provide 400 hours annually for the President, Vice President or other Officers or Directors of the Union of temporary time off with pay, for the purpose of investigating grievances; disciplinary matters; employer/employee training; attending to organization training sessions; seminars; DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 421
3 business meetings; elected board meetings; conventions and/or conferences.

Sufficient advance notice shall be provided to the Department so that release time may be arranged. Release time for all of the above meetings shall be subject to the scheduling needs of the department. The unused hours may roll over annually as of September 1; the maximum amount of hours banked shall be 600 hours.

3.4.1. Use of Release Time
Use of Local 522 release time is subject to reasonable advance requests. Such request shall be to the Battalion Chief. Approval of the release time must be received before the employee uses the time. The department shall reasonably grant or deny release time based upon legitimate operating needs.

3.5. Meetings
Local 522 shall have the right to reasonable use of City facilities for meetings upon timely written or oral application stating the purpose of such use. Such use shall not interfere with the regular course of doing business.

6. SICK LEAVE

6.1. Sick leave is defined as the absence from duty by an employee because of:

6.1.1. Their own illness or injury or exposure to a contagious disease which incapacitates such employee from their duties;.

6.1.2. Their own medical or dental appointment(s); or.

6.1.3. Employee is a victim of domestic violence, sexual assault, or stalking, and needs to obtain or attempt to obtain any relief per Labor Code subdivision (c) of Section 230 and subdivision (a) of Section 230.1.

6.1.34. They must care for a member of their family because of illness, injury or exposure to a contagious disease and when the care of such employee is definitely required, or for their family member's medical or dental appointments.

6.1.34.1. As used in this subsection, "family" means husband, wife, domestic partner, child, brother, sister, parents, grandparents or spouse's parents, brother-inDocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 422
4 law, sister-in-law or grandparents. "Child" is defined as a biological, foster, or adopted child, a stepchild, a legal ward or a child of a person standing "in loco parentis" (refers to a person who has put themselves in the situation of a lawful parent by assuming the obligations incident to the parental relation without going through the formalities necessary to legal adoption.

6.1.34.2. Sick leave, not to exceed three (3) work shifts or seventy-two (72) hours in a calendar year, may be taken by an employee for the attendance upon a member of their immediate family because of illness, injury, or exposure to contagious disease and when attendance of such employee is definitely required, or for their family member’s medical or dental appointments.

6.1.5. Employee must care for a “designated person”. A “designated person” means a person identified by the employee at the time the employee requests paid sick days. An employee is limited to one (1) designated person per 12-month period for paid sick days.

6.2. The Fire Chief or designee, may request a doctor's certificate as proof of necessity for absence in excess of four (4) consecutive shifts (96 hours) in order for sick leave with pay to be granted. The parties agree that such means shall not be used to harass or intimidate employees or discourage appropriate use of sick leave. If a pattern has been established where an employee has taken sick leave on certain days of the week (e.g., holidays, last day of the workweek) a doctor's note may be requested.

6.3. Personnel assigned to the forty-eight (48)/ninety-six (96) schedule shall earn sick leave at the rate of one-half (1/2) shift per month.

6.4. Unit personnel assigned to forty (40) hour work schedules shall have their leave converted pursuant to Appendix A. One twenty-four (24) hour shift of leave time (i.e., vacation, holiday, or sick leave) is equivalent to two (2) eight-hour (8) days (i.e., sixteen (16) hours).

6.5. In the event of an employee’s death or layoff, up to fifty percent (50%) of accumulated sick leave will be paid off. At retirement, an employee has two (2) options regarding their accumulated sick leave. The employee can choose up to fifty percent (50%) cash-out, the remaining percent of the employee’s unpaid accumulated sick leave is reported to CalPERS for additional service credit OR DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 423
5 in lieu of receiving any cash-out, the employee may choose to have one hundred percent (100%) of the accumulated sick leave reported to CalPERS.

6.6. An employee who is incapacitated due to serious illness or injury while on vacation leave shall have such time charged against sick leave when they promptly notify their supervisor and substantiate such request upon return to normal duty.

8. VACATION

8.1.1 General Provisions
The City has adopted the applicable Lexipol Policy which provides a procedure for employees A Manual of Operating Procedures section for to scheduleing vacations and holidays has been developed between the Department and Union.

8.2. Accumulation of Vacation Leave
Vacation leave is accrued yearly, and is computed on the basis of the employee's hire date as a full-time employee.

Annual vacation leave may not be accumulated; it must be used from year to year as accumulated, except as otherwise provided herein.

8.2.1 Effective the first pay period after ratification and approval by the City Council, eEmployees may have prior years of qualifying service included in their City years of service to count toward their accrual tier if they previously worked as a full time paid Firefighter/EMT or above. Prior years of service must be verified by submitting employment documentation outlining previous dates of employment. Additional documentation may be requested if necessary.

8.3. Scheduling Vacations
No more than two three (32) members of each shift may be on vacation, holiday or CTO at a single time; however, during periods where sufficient staffing is available to provide adequate fire DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 424
6 protection, the Fire Chief may authorize more than two three (32) employees to be on vacation at the same time. Priority of vacation selection shall be by department seniority, without regard to rank.

8.3.1 Vacation Change
If an employee is the only one off on a particular shift, theyEmployees may move their vacation to another shift where they are the only one offupon request and approval by athe Battalion Chief or designee. Requests must be made 15 or more days in advance of a scheduled vacation shift.

8.4. Vacation Accrual Schedule
Year of Service * 56-hour Employee Accrual Rate
Per Pay Period**
Maximum Vacation Shifts
Accrued During Service Year ***
1 st 5.538 6
2 nd 5.538 6
3 rd 5.538 6
4 th 5.538 6
5 th 5.538 6
6 th 8.308 9
7 th 8.308 9
8 th 8.308 9
9 th 8.308 9
10th 8.308 9
11th + 11.076 12
* 1
st year of service is from 56-hour employee hire date to first anniversary. 2nd year of service is from first anniversary to second anniversary. Subsequent service years follow this pattern. ** Unit personnel assigned to forty (40) hour work schedules shall have their leave converted pursuant to Appendix A.
*** Service years do not correspond with calendar years for all employees. Number of shifts available at time of December Vacation Picks will vary depending on hire date. For example, an employee hired on January 1, 2012 would accrue 6 shifts in 2012 and have 6 shifts available to use in 2013; an employee hired on April 1, 2012 would accrue 4.5 shifts and have 4.5 shifts available for use in 2013; an employee hired on July 1, 2012 would accrue 3 shifts and have 3 shifts available for use in 2013; and, an employee hired on October 1, 2012 would accrue 1.5 shifts and would have 1.5 shifts available for use in 2013.

8.5. Vacation Buy-Back
DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 425
7 Shift employees may sell back seventy-two (72) hours annually and those on a forty (40) hour workweek may sell back forty-eight (48) hours annually.

Shift employees shall be able to float up seventy-two (72) hours annually and those on a forty (40) hour workweek shall be able to float up to forty-eight (48) hours annually for purposes of vacation sell back. Any hours floated but not scheduled by the end of the calendar year will be paid out up to the maximum allowable sell back amount of 72 hours for employees on shift and 48 hours for employees on 40-hour workweek unless employee is able to schedule the time off when one or fewer other employees is already off, consistent with department practice.

9. HOLIDAYS

9.1.1 All forty-eight (48)/ninety-six (96) hour personnel will receive six seven (67) twenty-four (24) hour shifts per year as holidays. Holidays may be taken in the form of compensation or time off or any combination thereof.

9.2. Unit personnel assigned to forty (40) hour work schedules will receive twelve (12) set holidays listed in Section 9.4. Holiday hours accrue on the payroll period inclusive January 1 of each calendar year. Unit personnel assigned to forty (40) hour work schedules shall have their leave converted pursuant to Appendix A.

9.3. Shift personnel assigned to work on a City designated holiday shall receive one and one-half (1- 1/2) times their straight time base hourly rate of pay for a maximum of sixteen (16) hours per shift.

For personnel assigned to a 40-hour week, when a City designated holiday falls on a regularly scheduled woreekday, if they elect to work the holiday, they shall receive one and one-half (1- 1/2) times their straight time base hourly rate of pay. If they elect to not work the holiday, they shall use holiday hours first on their time card, and if they have no holiday hours banked, they shall use other appropriate accrued leave.hey will receive holiday pay at their hourly rate for their hours on that day.

9.4. The requirements of Section 9.3 above shall be instituted for the following holidays:
a)1.New Year’s Day (January 1)
DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 426
8 b)2.Martin Luther King Jr.’s Birthday (Third Monday in January)

3. President’s Day (Third Monday in February)
c)4. Cesar Chavez Day (March 31)

5. Memorial Day (Last Monday in May)
d)6.Juneteenth (June 19)
e)7.Independence Day (July 4)
f)8. Labor Day (First Monday in September)
g)9.Veteran’s Day (November 11)
h)10. Thanksgiving Day (Fourth Thursday in November)
i)11. Day after Thanksgiving Day (Friday following Thanksgiving) j)12. Christmas Day (December 25)
For personnel assigned to a 40-hour week, when any of the above holidays fall on a Sunday, the Monday following shall be observed as a holiday. When any of the above holidays fall on a Saturday, the preceding Friday shall be observed as the holiday.

12. HEALTH INSURANCE

12.1. The City shall continue enrollment in the State of California Public Employees' Retirement System (CalPERS) Health Insurance Program.

12.2. Employees must purchase dental and vision coverage at the employee only level.

12.3. Effective the first of the month after ratification and approval by the City Council, tThe employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as follows:
• Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $905 per month.
• Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $1,358 per month. • Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $1,773 per month.

DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 427
9 • In no event shall the contribution exceed 100% of the selected plan premium cost including dental and vision.

12.4. Effective the first of the month after ratification and approval by the City Council, eEmployees hired on or before June 30, 2019, who choose not to participate in any of the City’s medical plans (opt-out) and show proof of enrollment in another group medical plan shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic /vision up to the family rate depending on coverage selected. This shall be referred to as “Share the Savings.” Employees hired into the Firefighter classification on or after July 1, 2019, or who return to employment with the City, who participate in Share the Savings will receive four hundred and seventy-five dollars ($475) plus City paid basic dental and basic/ vision at the Employee Only rate.

Employees may purchase dental/vision coverage up to the family rate with the Share the Savings funds.

12.4. 12.4.1 Effective the payroll period inclusive of June 1, 2024, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental and vision at the employee only level at minimum.
• Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,075 per month. • Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $1,822 per month. • Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,377 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
• Share the Savings (Medical Opt Out)
o Employees hired on or before June 30, 2019, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 428
10 coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the family rate depending on coverage selected.
o Employees hired into the Firefighter classification on or after July 1, 2019, or who return to employment with the City, who participate in Share the Savings will receive four hundred and seventy-five dollars ($475) plus City paid basic dental and basic vision at the Employee Only rate. Employees may purchase dental/vision coverage up to the family rate.

12.4.2 Effective the payroll period inclusive of January 1, 2025, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental and vision at the employee only level at minimum.
• Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,175 per month. • Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $1,922 per month. • Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,477 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
• Share the Savings (Medical Opt Out)
o Employees hired on or before June 30, 2019, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the family rate depending on coverage selected.
o Employees hired into the Firefighter classification on or after July 1, 2019, or who return to employment with the City, who participate in Share the Savings will receive four hundred and seventy-five dollars ($475) plus City paid basic dental and basic vision at the Employee Only rate. Employees may purchase dental/vision coverage up to the family rate.

DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 429
11 12.5. RETIREE HEALTH INSURANCE

12.5.1 Employees first hired on or before June 30, 2019 Pursuant to provisions of the CalPERS Health Insurance Program, the City shall pay up to $750 per month for employees retired on the CalPERS Retirement Program. Dental insurance coverage may continue upon retirement, at the retiree’s own expense. Vision insurance is only available for eighteen months, per COBRA, and is at the retiree’s own expense.

12.5.2 Employees first hired on or after July 1, 2019
For new employees first hired on or after July 1, 2019, the City’s maximum monthly medical contribution for each eligible retiree shall be equal to the minimum employer contribution required for active employees pursuant to the Public Employees Medical and Hospital Care Act (PEMHCA). Rehired employees will fall under the medical retirement tier based on original date of hire.

The following contributions shall be made to the employees Retiree Health Savings Account (RHS). After accruing ten (10) continuous years of service with the City, and upon separation from the City, employees may draw from the City contribution in this account.

Employees who terminate City service for reasons other than retirement or layoff prior to ten (10) years of continuous service with the City will forfeit any City contribution. • From zero (0) to five (5) years of service, employees shall receive twenty-five ($25) per month in to be deposited to the employee’s RHS account. • After completion of five (5) years of continuous service with the City, employees shall receive one hundred dollars ($100.00) per month to be deposited into their RHS account.
• After completion of ten (10) years of continuous service with the City, employees shall receive one hundred and fifty dollars ($150.00) per month to be deposited into their RHS account.

DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 430
12 • After completion of twenty (20) years of continuous service with the City, employees shall receive two hundred dollars ($200.00) per month to be deposited into their RHS account.

12.5.2.1 Effective the first pay period after ratification and approval by the City, e Employees first hired after July 1, 2019 may have prior years of qualifying service included in their City years of service to count toward their accrual tier if they previously worked as a full time paid Firefighter/EMT or above. Prior years of service must be verified by submitting employment documentation outlining previous dates of employment. Additional documentation may be requested if necessary.

12.5.3 Rehired employees
Rehired employees will fall under the medical retirement tier based on original date of hire.

12.5.4 The parties agree to meet within sixty (60) days of City Council’s adoption of this Memorandum of Understanding (MOU) to discuss and explore the possibility of a Medical Expense Reimbursement Plan (MERP) benefit.

13. COMPENSATION

13.1. Salary

13.1.1. Salary Schedule
Effective the first payroll period after ratification by the Fire Association and approval by the City Council, Tthe salary range for each classification will consist of five (5) steps (A through E) with approximately 5% between each step.

13.1.2. Salary Adjustments
DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 431
13 Effective the first pay period after ratification and approval by the City Councilinclusive of June 1, 2024, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of three ten percent (310.0%).

Effective the first pay period after ratification and approval by the City Council, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive an equity adjustment of one percent (1%) in recognition of the increased requirements and responsibilities of performing emergency medical technician (EMT) services.

Retroactivity of 2022 GSI and Equity Adjustments: Effective the first pay period after ratification and approval by the City Council, employees will receive a one-time, non-PERSable lump sum equivalent payment of the general salary increase and equity adjustments retroactive to pay period inclusive of June 1, 2022.

Effective the pay period inclusive of July 1, 2023, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of three percent (3%).

Effective the pay period inclusive of July 1, 2023, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive an equity adjustment of one-half percent (0.5%) in recognition of the increased requirements and responsibilities of performing emergency medical technician (EMT) services. Equity adjustment shall precede general salary increases.

13.2. Fire Staff Premium Assignment
Fire Personnel who are routinely and consistently assigned to administrative work during normal hours of employment that may differ from the work schedule of other fire suppression personnel by the Fire Chief shall receive an additional five percent (5%) during the term of their assignment. The Fire Chief or designee will assign such duties and determine the number of employees receiving this assignment at their sole discretion.

13.2.1. Employees on light/limited duty capacity are not eligible to receive an additional five percent (5%) if assigned to administrative work as part of their light/limited duty.

13.3. Education/Certificateal Incentive Pay
DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 432
14 Maximum education/certificateal incentive that may be obtained is eight and a half percentten percent (8.510%) of base pay per employee. New certificates must be earned off duty. Employees possessing both an AA/AS and BA/BS will be paid at the highest certificate amount. Employees who possess both an Associate's Degree (AA/AS) and a Bachelor's Degree (BA/BS) will be compensated based on the highest degree achieved. Dual degree holders will not receive payment for both degrees simultaneously.

Education/Certificate Amount
BA/BS 4%
AA/AS 2%
Fire Science/Fire Technology Certificate 2%
Fire Officer Certificate or Company Officer
Coursework Completed
2%
Fire Driver/Operator Certificate or Fire Apparatus
Driver/Operator Pump Coursework
2%
Fire Investigator I Certificate 1.5%
Fire Instructor I Certificate 1%
HazMat Technician Certificate 1%
HazMat Specialist Certificate 1.5%
Boat Operator Certificate 1.5%
Swift/River and Flood Water Rescue Certificate 1%
Rescues Systems 1/Structural Collapse 0.5%
Chainsaw Operations 1%
Paramedic License 2.5%
Rope Rescue Technician 1.0%
DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 433
15 The incentives in this section shall be cumulative and not compounded. Compensation changes in Section

13.3 shall be effective the first payroll period after ratification and approval by the City Councilinclusive of June 1, 2024.

13.4. Overtime Pay
The City and Association have agreed to utilize a twenty-four (24) day/one hundred eight-two (182) hour work period pursuant to Section 207(k) of the Federal Fair Labor Standards Act (FLSA).

Actual scheduled hours in the twenty-four (24) day period are one hundred ninety-two (192).

Hours worked in excess of one hundred eight-two (182) hours in the twenty-four (24) day work period will be paid at one and one-half (1-1/2) times the employee’s regular hourly rate of pay.

13.4.1. All overtime worked as a result of emergency call back or station staffing will be paid at one and one-half (1-1/2) times the employee's regular hourly rate of pay.

13.4.2. Compensatory Time Off (CTO)Compensation leave will be provided in lieu of overtime pay at the same rates that would be accrued for pay purposes. It shall be the employee's responsibility to notify the City when compensation leave is desired in lieu of overtime pay. Overtime accrued from USAR deployments are excluded from being provided as CTO.

13.4.2.1 CTO Cash Out
Within 30 days of ratification and approval by the City Council, the parties will reconvene to negotiate operationalizing compensatory leave cash out options. To cash out compensatory time off leave in the subsequent calendar year, each employee shall fill out an Irrevocable Election Form and submit it to Human Resources before the end of the calendar year. The City will provide employees with the Irrevocable Election Form in advance of the deadline.

Employees who do not submit a completed Irrevocable Election Form by the required date will not be permitted to cash out compensatory leave in the subsequent calendar year.

On the Irrevocable Election Form, an employee shall irrevocably elect the number of compensatory time off hours they elect to cash out in the subsequent calendar year. For example, if an employee elects to cash out up to 40 hours of compensatory leave in calendar year 2025, they shall irrevocably elect to do so in calendar year 2024. Employees may only cash out leave in an amount up to the amount set forth in their Irrevocable Election form.

If the employee's compensatory leave balance is less than the total amount elected by the employee on the Irrevocable Election Form, then the employee will receive a cash out for leave the employee has accrued on the last pay date of the calendar year.

DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 434
16 Employees must submit an Irrevocable Election form on an annual basis.

13.4.3. Maximum accumulation of compensation timeCompensatory Time Off (CTO) shall be one hundred twenty (120) hours for shift personnel.

13.4.3.1 CTO Usage:
• A maximum of 120 hours may be utilized in any single calendar year. • CTO must be requested using the vacation/holiday request form. • The employee must have sufficient CTO balance at the time of the request for the days/hours requested.
• CTO shall be utilized in either twelve (12) or twenty-four (24) hour increments.
• CTO is subordinate to both holiday and vacation leave. • No more than three (3) represented members will be allowed off due to holiday, vacation and/or CTO each shift.

13.4.4. Time worked as a continuation of the normal twenty-four (24) hour shift shall be compensated in accordance with the Federal Fair Labor Standards Act; that is, time worked shall be rounded to the nearest twelve (12) minute increment.

13.4.5. When an employee, after completing their normal work shift and after leaving their work facility, responds to an authorized order to return to duty to perform emergency or nonscheduled services, they shall be guaranteed the opportunity to work for two (2) hours or be paid two (2) hours in-lieu of work.

13.5. Out of Classification Pay

13.5.1. The Fire Chief or designee shall make out-of-class assignments. A Firefighter temporarily assigned out-of-class to a Fire Engineer, a Fire Engineer temporarily assigned out-of-class to a Fire Captain, and a Fire Captain temporarily assigned out-of-class to a Fire Battalion Chief, shall be paid fifty dollars ($50) for a full shift or two dollars eight cents ($2.08) per hour if less than a full twenty-four (24) hour shift.

DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 435
17 A Firefighter temporarily assigned out-of-class to a Fire Captain shall be paid seventy-five dollars ($75) for a full shift or three dollars thirteen cents ($3.13) per hour if less than a full twenty–four (24) hour shift.

13.5.2. To be eligible for such out-of-class, the individual must have passed the promotional examination for the next higher rank, or pass qualifying criteria as set by the City.

13.6. Standby Pay
Employees shall be paid two dollars ($2.00) per hour for any hours worked on a standby assignment. The Fire Chief or designee shall determine standby schedules. Standby is voluntary.

If an employee volunteers for standby, then the following provisions apply:
• Standby may be for up to a twenty-four (24) hour period. • When called out, the employee shall be under the functional supervision of the Battalion Chief or Incident Commander.
• The employee must be able to get to the scene within fifteen (15) minutes. When assigned to standby, the employee may not consume any alcoholic beverage or engage in any other activities, which would affect their ability to effectively respond and perform their duties. • They employee shall have a cell phone with them at all times while on standby. • When an employee is on a standby assignment, they shall be paid for a minimum of two (2) hours work at the overtime rate when called out.

13.7. Signing and RetentionLongevity Bonus
Effective the pay period inclusive of the first pay period after ratification and approval by the City CouncilJune 1, 2024, all Fire Association members with more than 15 years of service but less than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a one-time, non-PERSable lump sum signing bonus in the amount of three one and one-half percent (31.5%) of their annual hourlybase rate of pay.

Effective the pay period inclusive of June 1, 2024, Fire Association members with more than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 436
18 their pay range, will receive a one-time, non-PERSable lump sum bonus in the amount of three and one-half percent (3.5%) of their annual base rate of pay (which includes the above referenced

1.5%).

Effective the pay period inclusive of July 1, 2023, all Fire Association members will receive a onetime, non-PERSable lump sum retention payment in the amount of three percent (3%) of annual hourly rate of pay.

13.8. Bilingual Pay
Employee’s possessing and utilizing bilingual skills on duty shall receive bilingual pay in the amount of five percent (5%) of their hourly rate of pay. The number of employees, languages available, and the qualification requirements will be determined by the City.

13.9. Rates of Pay

13.9.1. Base Hourly Rate of Pay
The base hourly rate of pay for all employees shall mean the employee’s current hourly rate without any additional pays.

13.9.2. Regular Rate of Pay
The regular rate of pay for all employees shall mean the employee’s current hourly rate of pay plus all differentials and incentives (including Fire Staff Premium Pay, Educational Incentive Pay, Standby Pay, Bilingual Pay, Medical in Lieu (opt out)) for which the employee qualifies under this MOU.

13.9.3. Separation Rate of Pay
The separation rate of pay for all employees shall mean the employee’s current hourly rate of pay at the time of separation plus the following incentives: Fire Staff Premium Pay, Bilingual Pay, and Educational Incentive Pay, for which the employee qualifies under this MOU.

13.10. Strike Team/Overhead Deployments
Employees assigned to a reimbursable strike team/overhead deployment (Line EMT, PIO, Overhead or other recognized positions) shall receive a ten percent (10%) differential for any reimbursable strike DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 437
19 team/overhead incident. The pay differential shall apply from the time of deployment to the employee's return from the deployment. USAR deployments are excluded from this pay differential.

15. SCHEDULE AND HOURS

15.1. Duty Schedule
All shift personnel shall work a forty-eight (48)/ninety-six (96) hour schedule. (48 hours on duty, followed by 96 hours off duty.) All forty-eight (48)/ninety-six (96) hour shift personnel shall report for duty at 0800 hours and go off duty at 0800, forty-eight (48) hours later.

Example Duty Schedule: (Regular Shift Personnel)
"X" denotes workday or duty shift
"O" denotes day off or shift off

X X O O O O

15.2. Station Assignments and Transfers
The City has adopted the applicable Lexipol Policy which provides a procedure by which employees mayThe City has adopted a Manual of Operating Procedures section, which provides a procedure by which employees may express their preference for station assignments and/or transfers.

15.3. Shift Trades
The City has adopted the applicable Lexipol Policy which provides a procedure by which employees may request voluntary shift trades. Shift trading shall not qualify as Emergency Call Back under Section

13.4.1. The City has adopted a Manual of Operating Procedures section, which provides a procedure by which employees may request voluntary shift trades.

15.4. Out of County Return

15.4.1. For the term of this MOU a program will be available to employees who participate in a strike team or other out of county assignment for a minimum of ten (10) days, and upon return to the City during their regularly schedule shift, shall be placed on rest and recovery up to a maximum of twelve (12) hours and shall not be required to utilize their accrued paid leave for the rest and recovery time. Upon request, the employee may utilize their DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 438
20 accrued paid leave (CTO, Vacation or Holiday) for rest and recovery for the remainder of the 24-hour shift. Employees may participate in the Program once annually.

15.4.2. Employees requesting rest and recovery upon return from subsequent participation on strike teams or out of county assignment will require the employee utilize their accrued paid leave if they return to the City during their regularly scheduled shift, or they may be place on paid rest and recovery up to a maximum of twelve (12) hours at the determination of the Fire Chief or their designee.

15.4.3. During this period, employees placed on administrative leave for rest and recovery are prohibited from working another position.

27. TERM
The term of the Memorandum of Understanding shall be for a period of twenty-fourthirteen (1324) months beginning on June 1, 20222024, and continuing through May 31June 30, 20242025.

Local 522/WSFFA:
______________________________________ __________________________ John Coburn Date
Chief Negotiator
______________________________________________ ________________________________ Miguel Altamirano, President Date
West Sacramento Firefighter’s Association
City of West Sacramento:
______________________________________ __________________________ Laura Izon Date
Chief Negotiator
DocuSign Envelope ID: EF6CDFE7-0D76-4A62-8B23-98204A44FEC6 5/7/2024 | 8:42:51 PM PDT
5/7/2024 | 4:18:49 PM PDT
5/7/2024 | 8:45:01 PM PDT
439
Attachment 2
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Association
Term of Contract: 06/01/20224 – 065/301/20254
Bereavement Leave: 2 shifts.

Bilingual Pay: Employee’s possessing and utilizing bilingual skills on duty shall receive bilingual pay in the amount of five percent (5%) of their hourly rate of pay. The number of employees, languages available, and the qualification requirements will be determined by the City.

Deferred Compensation: Voluntary.

Educational/Certificate
Incentive:

Maximum educational/certificate incentive that may be obtained is 108.5% per employee. New certificates must be earned off duty. Employees possessing both an AA/AS and BA/BS will be paid at the highest certificate amount.

Education/Certificate: Amount:

BA/BS......................................................................4% Fire Science/Fire Technology..................................2% AA/AS .....................................................................2% Fire Officer or completion of coursework ..............2% Fire Apparatus Driver/Operator .............................2% Fire Instructor I ......................................................1% Fire Investigator I ................................................1.5% Hazmat Technician .................................................1% HazMat Specialist Certificate...............................1.5% Boat Operator Certificate ....................................1.5% Swift/River and Flood Water Rescue Certificate ....1%
Rescues Systems 1/Structural Collapse ..............0.5% Paramedic License…………………………………………….2.5%
Chainsaw Operations…………………………………………..1%
Rope Rescue Technician………………………………………1%
Fire Staff Premium Assignment: Fire Personnel who are routinely and consistently assigned to administrative work during normal hours of employment that may differ from the work schedule of other fire suppression personnel by the Fire Chief shall receive an additional five percent (5%) during the term of their assignment.

Holidays: All forty-eight (48)/ninety-six (96) hour personnel will receive sevensix (76) twenty-four (24) hour shifts per year as holidays. Holidays may be taken in the form of compensation or time off or any combination thereof.

Unit personnel assigned to forty (40) hour work schedules shall have their leave converted pursuant to Appendix A.

Shift personnel assigned to work on a City designated holiday shall receive 1-1/2 times their straight time hourly rate for a maximum of 16 hours per shift.

For personnel assigned to a 40-hour week, when a City designated holiday falls on regularly scheduled weekday, if they elect to work the holiday, they shall receive one and one-half (1-1/2) times their straight time hourly rate. If they elect to not work the holiday, they will receive holiday pay at their hourly rate for their hours on that day.

Management Leave: None
440
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/20242 – 065/301/20254

Page 2 ends

Medical & Dental After
Retirement:

For employees and retirees hired on or before 6/30/2019: City pays up to $750 per month towards the retiree’s medical insurance through CalPERS. Retiree pays own dental premiums after retirement.

For employees hired on or after 7/1/2019: The City’s maximum monthly medical contribution for each eligible retiree shall be equal to the minimum employer contribution required for active employees pursuant to the Public Employees Medical and Hospital Care Act (PEMHCA). In addition to the PEMHCA minimum, employees will receive the following contributions to their Retiree Health Savings (RHS) account:
• From zero (0) to five (5) years of service: Twenty-five ($25) per month. • After completion of five (5) years of continuous service with the City:, One hundred dollars ($100.00) per month.
• After completion of ten (10) years of continuous service with the City: One hundred and fifty dollars ($150.00) per month.
• After completion of twenty (20) years of continuous service with the City: , Two hundred dollars ($200.00) per month to be deposited into their RHS account.

Effective the first pay period after ratification and approval by the City Council, employees may have prior years of qualifying service included in their City years of service to count toward their accrual tier if they previously worked as a full time paid Firefighter/EMT or above. Prior years of service must be verified by submitting employment documentation outlining previous dates of employment.

Additional documentation may be requested if necessary.

Employees who terminate City service for reasons other than retirement or layoff prior to completing ten (10) years of continuous service with the City will forfeit any City contribution.

Employees will fall under the medical retirement tier based on original date of hire as a regular employee.

Medical, Dental & Vision
Insurance:

Health plans offered through CalPERS. Dental plan is Delta Dental. Vision plan is Vision Service Plan.

The employer contributed cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. At a minimum, the employee must purchase dental, vision and life insurance at the employee only level. • Employee Only: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,075905 per month.
• Employee Plus One: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,358822 per month.
• Employee Plus Two or More: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $2,3771,773 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
441
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/20242 – 065/301/20254

Page 3 ends

Medical, Dental and Vision
Insurance Share the Savings
(Opt Out):

Employees hired into the Firefighter classification before 7/1/19: Employees who choose to opt out of any of the City’s medical plans and show proof of enrollment in another group medical plan shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental/vision up to the family rate depending on coverage selected.

Employees hired into the Firefighter classification on or after 7/1/19: Employees who choose to opt-out of any of the City’s medical plans (opt out) and show proof of health care coverage shall receive four hundred and seventy five dollars ($475) plus City paid basic dental/vision up to the employee only coverage.. Opt out dollars may be diverted to a deferred compensation plan or supplemental salary according to the procedures governing cafeteria plans as established by law. In addition, the City will pay 100% of the premiums for dental and vision up to the Employee Only rate. Employees can purchase up to the Employee Plus Two or More rate with the opt out funds.

Effective pay period inclusive of January 1, 2025, the employer contributed cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. At a minimum, the employee must purchase dental, vision and life insurance at the employee only level.
• Employee Only: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,175 per month.
• Employee Plus One: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,922 per month.
• Employee Plus Two or More: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $2,477 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.

Medicare Tax: 1.45%
442
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/20242 – 065/301/20254

Page 4 ends

LongevityNon-PERSable Bonus: Effective the pay period inclusive of June 1, 2024, Fire Association members with more than 15 years of service but less than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a one-time, non-PERSable lump sum bonus in the amount of one and one-half percent (1.5%) of their annual base rate of pay.

Effective the pay period inclusive of June 1, 2024, Fire Association members with more than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a one-time, non-PERSable lump sum bonus in the amount of three and one-half percent (3.5%) of their annual base rate of pay (which includes the above referenced 1.5%).Effective the first payroll period after ratification by the Fire Association and approval by the City Council, all Fire Association members will receive a one-time, non-PERSable signing bonus in the amount of three percent (3%) of base rate of pay.

Effective payperiod inclusive of July 1, 2023, all Fire Association members will receive a one-time, non-PERSable signing bonus in the amount of three percent (3%) of base rate of pay.

Strike Team/Overhead
Deployments
Employees assigned to a reimbursable strike team/overhead deployments (Line EMT, PIO, Overhead or other recognized positions) shall receive a ten percent (10%) differential for any reimbursable incident. The differential shall apply from the time of deployment to the employee's return from the deployment. USAR deployments are excluded from this pay differential.

Out-Of-Class Pay: $50 per shift or $2.08 per hour for portion of shift acting above Firefighter; $75 per shift or $3.13 per hour for portion of shift for Firefighter acting as Fire Captain.

Out of County Return For the term of this MOU only a program will be available to employees who participate in a strike team or other out of county assignment for a minimum of ten (10) days, and upon return to the City during their regularly schedule shift, shall be placed on City-paid rest and recovery up to a maximum of twelve (12) hours and shall not be required to utilize their accrued paid leave for the rest and recovery time. Employees may participate in the program once annually
Overtime: Paid 1-1/2 overtime rate for emergency call back or station staffing. 443
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/20242 – 065/301/20254

Page 5 ends

Retirement: For employees hired on or after January 1, 2013, who have never been a CalPERS member, have not been a CalPERS member in the past 180 days, and who are not eligible for reciprocity with another California public retirement system as defined by the Public Employees’ Pension Reform Act (PEPRA), the retirement formula shall be 2.7%@57.

Employees shall have a member contribution rate of fifty percent (50%) of the total normal cost rate on a pre-tax basis. The current mandated and optional benefits of this retirement tier are located in Appendix B of the Memorandum of Understanding.

For employees hired on or after December 15, 2012, and before January 1, 2013 or Classic members as defined by CalPERS, the second-tier retirement formula shall be 3%@55.

Employees shall pay the entire 9% of their employee CalPERS contribution on a pre-tax basis. The current mandated and optional benefits of this retirement tier are located in Appendix B of the Memorandum of Understanding.

For employees hired before December 15, 2012, the retirement formula shall be 3%@50.

New employees covered by a public retirement system with reciprocity (i.e., 37 Act), will be placed in the 3% @ 55 plan, in accordance with PEPRA.

AEffective July 1, 2021, all employees shall continue to pay an additional one percent (1%), of PERSable compensation towards the employer share of CalPERS retirement pursuant to PERS Code Section 20516.

Safety Equipment: Department issued.
444
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/20242 – 065/301/20254

Page 6 ends

Salary Increases: Effective pay period inclusive of June 1, 2024, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of ten percent (10.0%).

Effective the first payroll period after ratification by the Fire Association and approval by the City Council, the salary range for each classification will consist of five (5) steps (A through E) with approximately 5% between each step.

Effective the first pay period after ratification and approval by the City Council, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of three percent (3.0%).

Retroactivity of 2022 GSI and Equity Adjustments: Effective the first pay period after ratification and approval by the City Council, employees will receive a one-time, nonPERSable lump sum equivalent payment of the general salary increase and equity adjustments retroactive to pay period inclusive of June 1, 2022.

Effective the pay period inclusive of July 1, 2023, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of three percent (3%).

Effective the pay period inclusive of July 1, 2023, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive an equity adjustment of one half percent (0.5%) in recognition of the increased requirements and responsibilities of performing emergency medical technician (EMT) services.

Equity adjustment shall precede general salary increases Sick Leave: 1/2 shift per month. Unlimited accumulation. 50% payoff of hours at retirement, death, or layoff and 50% reported to CalPERS as additional service credit – OR – 100% of unused sick leave to be reported to CalPERS as additional service credit.

Stand By Pay: $2.00 per hour.

Uniform Allowance: $1000 per year. Employees shall receive their uniform allowance in equal installments paid in each regular biweekly payroll.

Vacation: 1-5 years = 6 shifts; 6-10 years = 9 shifts; 11+ years = 12 shifts. No carryover. 1 - 24 hour shift = 2 - 8 hour days of vacation.

Shift employees may sell back seventy-two (72) hours annually and those on a forty- (40) hour workweek may sell back forty-eight (48) hours annually.

Page 7 ends

Employees in this group should refer to the City Personnel Rules for further information on Employer/Employee relations, personnel practices, and terms and conditions of employment.
446
Attachment 3
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Association
Term of Contract: 06/01/2024 – 06/30/2025
Bereavement Leave: 2 shifts.

Deferred Compensation: Voluntary.

Educational/Certificate
Incentive:

Maximum educational/certificate incentive that may be obtained is 10% per employee.

New certificates must be earned off duty. Employees possessing both an AA/AS and BA/BS will be paid at the highest certificate amount.

Education/Certificate: Amount:

Holidays: All forty-eight (48)/ninety-six (96) hour personnel will receive seven (7) twenty-four (24) hour shifts per year as holidays. Holidays may be taken in the form of compensation or time off or any combination thereof.

Unit personnel assigned to forty (40) hour work schedules shall have their leave converted pursuant to Appendix A.

Shift personnel assigned to work on a City designated holiday shall receive 1-1/2 times their straight time hourly rate for a maximum of 16 hours per shift.

Management Leave: None
447
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/2024 – 06/30/2025

Page 2 ends

Medical & Dental After
Retirement:

For employees and retirees hired on or before 6/30/2019: City pays up to $750 per month towards the retiree’s medical insurance through CalPERS. Retiree pays own dental premiums after retirement.

Additional documentation may be requested if necessary.

Employees who terminate City service for reasons other than retirement or layoff prior to completing ten (10) years of continuous service with the City will forfeit any City contribution.

Employees will fall under the medical retirement tier based on original date of hire as a regular employee.

Medical, Dental & Vision
Insurance:

Health plans offered through CalPERS. Dental plan is Delta Dental. Vision plan is Vision Service Plan.

The employer contributed cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. At a minimum, the employee must purchase dental, vision and life insurance at the employee only level. • Employee Only: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,075 per month.
• Employee Plus One: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,822 per month.
• Employee Plus Two or More: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $2,377 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
448
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/2024 – 06/30/2025

Page 3 ends

Medical, Dental and Vision
Insurance Share the Savings
(Opt Out):

Medicare Tax: 1.45%
Longevity Bonus: Effective the pay period inclusive of June 1, 2024, Fire Association members with more than 15 years of service but less than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a one-time, non-PERSable lump sum bonus in the amount of one and one-half percent (1.5%) of their annual base rate of pay.

Effective the pay period inclusive of June 1, 2024, Fire Association members with more than 20 years of service as of June 1, 2024, with the City of West Sacramento, and who are at the top of their pay range, will receive a one-time, non-PERSable lump sum bonus in the amount of three and one-half percent (3.5%) of their annual base rate of pay (which includes the above referenced 1.5%).
449
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/2024 – 06/30/2025

Page 4 ends

Out-Of-Class Pay: $50 per shift or $2.08 per hour for portion of shift acting above Firefighter; $75 per shift or $3.13 per hour for portion of shift for Firefighter acting as Fire Captain.

For employees hired on or after December 15, 2012, and before January 1, 2013 or Classic members as defined by CalPERS, the second-tier retirement formula shall be 3%@55.

For employees hired before December 15, 2012, the retirement formula shall be 3%@50.

New employees covered by a public retirement system with reciprocity (i.e., 37 Act), will be placed in the 3% @ 55 plan, in accordance with PEPRA.

All employees shall continue to pay an additional one percent (1%), of PERSable compensation towards the employer share of CalPERS retirement pursuant to PERS Code Section 20516.

Safety Equipment: Department issued.

Salary Increases: Effective pay period inclusive of June 1, 2024, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of ten percent (10.0%).

Sick Leave: 1/2 shift per month. Unlimited accumulation. 50% payoff of hours at retirement, death, or layoff and 50% reported to CalPERS as additional service credit – OR – 100% of unused sick leave to be reported to CalPERS as additional service credit.

Stand By Pay: $2.00 per hour.

Uniform Allowance: $1000 per year. Employees shall receive their uniform allowance in equal installments paid in each regular biweekly payroll.
450
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
06/01/2024 – 06/30/2025

Page 5 ends

Vacation: 1-5 years = 6 shifts; 6-10 years = 9 shifts; 11+ years = 12 shifts. No carryover. 1 - 24 hour shift = 2 - 8 hour days of vacation.

Shift employees may sell back seventy-two (72) hours annually and those on a forty- (40) hour workweek may sell back forty-eight (48) hours annually.

Employees may have prior years of qualifying service included in their City years of service to count toward their accrual tier if they previously worked as a full time paid Firefighter/EMT or above. Prior years of service must be verified by submitting employment documentation outlining previous dates of employment. Additional documentation may be requested if necessary.

Employees in this group should refer to the City Personnel Rules for further information on Employer/Employee relations, personnel practices, and terms and conditions of employment.
451
Title Page City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
City of West Sacramento
Salary Schedule
Fiscal Year 2023 / 2024

Page 1 of 22 ends

Attachment 4
452
Battalion Chief's Association City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Fire Battalion Chief 11/4/23 $10,307 $12,526 $123,684 $150,312

MONTHLY SALARY RANGE ANNUAL SALARY

Page 2 of 22 ends

453
City Manager City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
City Manager 8/26/2023 23738 $284,856

MONTHLY SALARY RANGE ANNUAL SALARY

Page 3 of 22 ends

454
Confidential City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E F G H I MINIMUM MAXIMUM
Administrative Assistant 8/26/23 5200 5330 5463 5600 5740 5884 6031 6182 6337 $62,400 $76,044 Administrative Clerk I 8/26/23 3870 3967 4066 4168 4272 4379 4488 4600 4715 $46,440 $56,580 Administrative Clerk II 8/26/23 4258 4364 4473 4585 4700 4817 4937 5060 5187 $51,096 $62,244 Administrative Clerk III 8/26/23 4503 4616 4731 4849 4970 5094 5221 5352 5486 $54,036 $65,832 Executive Assistant to the City Manager 8/26/23 5525 5663 5805 5950 6099 6251 6407 6567 6731 $66,300 $80,772 Human Resources Analyst 8/26/23 7589 7779 7973 8172 8376 8585 8800 9020 9245 $91,068 $110,940 Human Resources & Payroll Technician I 8/26/23 4503 4616 4731 4849 4970 5094 5221 5352 5486 $54,036 $65,832 Human Resources & Payroll Technician II 8/26/23 5200 5330 5463 5600 5740 5884 6031 6182 6337 $62,400 $76,044 Payroll Administrator 8/26/23 5861 6008 6158 6312 6470 6632 6798 6968 7142 $70,332 $85,704

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Administrative Assistant 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Administrative Clerk I 8/26/23 $3,878 $4,072 $4,276 $4,490 $4,715 $46,536 $56,580 Administrative Clerk II 8/26/23 $4,268 $4,481 $4,705 $4,940 $5,187 $51,216 $62,244 Administrative Clerk III 8/26/23 $4,513 $4,739 $4,976 $5,225 $5,486 $54,156 $65,832 Executive Assistant to the City Manager 8/26/23 $5,537 $5,814 $6,105 $6,410 $6,731 $66,444 $80,772 Human Resources Analyst 8/26/23 $7,607 $7,987 $8,386 $8,805 $9,245 $91,284 $110,940 Human Resources & Payroll Technician I 8/26/23 $4,513 $4,739 $4,976 $5,225 $5,486 $54,156 $65,832 Human Resources & Payroll Technician II 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Payroll Administrator 8/26/23 $5,876 $6,170 $6,478 $6,802 $7,142 $70,512 $85,704 FOR EMPLOYEES HIRED BEFORE 07/01/2019

MONTHLY SALARY STEPS ANNUAL SALARY
FOR EMPLOYEES HIRED AFTER 06/30/2019

MONTHLY SALARY STEPS ANNUAL SALARY

Page 4 of 22 ends

455
Elected Officials City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
City Council Member 1/1/87 $300 $3,600
Mayor 1/1/87 $300 $3,600

MONTHLY SALARY STEPS ANNUAL SALARY

Page 5 of 22 ends

456
Executive Management City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Assistant City Manager 8/26/23 $15,735 $19,123 $188,820 $229,473 Director of Capital Projects 8/26/23 $13,487 $16,391 $161,844 $196,691 Deputy City Manager/Director of Innovation & Technology 8/26/23 $13,487 $16,391 $161,844 $196,691 Director of Finance 8/26/23 $13,487 $16,391 $161,844 $196,691 Director of Community Development 8/26/23 $13,487 $16,391 $161,844 $196,691 Director of Economic Development & Housing 8/26/23 $13,487 $16,391 $161,844 $196,691 Director of Parks & Recreation 8/26/23 $13,487 $16,391 $161,844 $196,691 Director of Public Works Operations & Maintenance 8/26/23 $13,487 $16,391 $161,844 $196,691 Fire Chief 8/26/23 $14,986 $18,212 $179,832 $218,545
Flood General Manager 8/26/23 $11,989 $14,570 $143,868 $174,836 Police Chief 8/26/23 $14,986 $18,212 $179,832 $218,545
Port General Manager 8/26/23 $11,989 $14,570 $143,868 $174,836

MONTHLY SALARY RANGE ANNUAL SALARY

Page 6 of 22 ends

457
Firefighter's Association City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Fire Captain 6/1/24 9590 10070 10574 11103 11658 $139,896 $139,896 Fire Engineer 6/1/24 8353 8771 9210 9670 10154 $121,848 $121,848 Firefighter 6/1/24 7656 8039 8441 8863 9306 $91,872 $111,672

MONTHLY SALARY STEPS ANNUAL SALARY

Page 7 of 22 ends

458
Local 39 City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Accounting Technician I 7/1/23 $4,188 $4,397 $4,617 $4,848 $5,090 $50,256 $61,080 Accounting Technician II 7/1/23 $4,710 $4,945 $5,192 $5,452 $5,725 $56,520 $68,700 Accounting Technician III 7/1/23 $5,062 $5,315 $5,581 $5,860 $6,153 $60,744 $73,836 Chief Facilities Maintenance Worker 7/1/23 $6,235 $6,547 $6,874 $7,218 $7,579 $74,820 $90,948 Chief Maintenance Worker 7/1/23 $5,346 $5,613 $5,894 $6,189 $6,498 $64,152 $77,976 Chief Maintenance Worker (Possess a D3
and/or hired after 7/1/19) 7/1/23 $5,424 $5,695 $5,980 $6,279 $6,593 $65,088 $79,116 Chief Parks & Grounds Worker 7/1/23 $5,062 $5,315 $5,581 $5,860 $6,153 $60,744 $73,836 Chief Treatment Plant Mechanic 7/1/23 $6,901 $7,246 $7,608 $7,988 $8,387 $82,812 $100,644 Clerk 7/1/23 $3,470 $3,644 $3,826 $4,017 $4,218 $41,640 $50,616 Clerk, Senior 7/1/23 $3,773 $3,962 $4,160 $4,368 $4,586 $45,276 $55,032 Electrical Technician 7/1/23 $6,470 $6,793 $7,133 $7,490 $7,865 $77,640 $94,380 Engineering/GIS Technician 7/1/23 $6,469 $6,792 $7,132 $7,489 $7,863 $77,628 $94,356 Engineering Technician I 7/1/23 $4,752 $4,990 $5,240 $5,502 $5,777 $57,024 $69,324 Engineering Technician II 7/1/23 $5,331 $5,598 $5,878 $6,172 $6,481 $63,972 $77,772 Engineering Technician III 7/1/23 $6,161 $6,469 $6,792 $7,132 $7,489 $73,932 $89,868 Equipment Mechanic I 7/1/23 $4,363 $4,581 $4,810 $5,051 $5,304 $52,356 $63,648 Equipment Mechanic II 7/1/23 $4,692 $4,927 $5,173 $5,432 $5,704 $56,304 $68,448 Facilities Maintenance Aide 7/1/23 $3,181 $3,340 $3,507 $3,682 $3,866 $38,172 $46,392 Facilities Maintenance Worker 7/1/23 $4,907 $5,152 $5,410 $5,680 $5,964 $58,884 $71,568 Facilities Maintenance Worker, Senior 7/1/23 $5,400 $5,670 $5,953 $6,251 $6,564 $64,800 $78,768 Groundskeeper 7/1/23 $3,348 $3,515 $3,691 $3,876 $4,070 $40,176 $48,840 Instrumentation Technician 7/1/23 $7,174 $7,533 $7,910 $8,305 $8,720 $86,088 $104,640 Maintenance Worker 7/1/23 $4,312 $4,528 $4,754 $4,992 $5,242 $51,744 $62,904 Maintenance Worker, Senior 7/1/23 $4,765 $5,003 $5,253 $5,516 $5,792 $57,180 $69,504 Parks & Grounds Worker 7/1/23 $4,105 $4,310 $4,526 $4,752 $4,990 $49,260 $59,880 Parks & Grounds Worker, Senior 7/1/23 $4,489 $4,713 $4,949 $5,196 $5,456 $53,868 $65,472 Permit Technician I 7/1/23 $4,708 $4,943 $5,190 $5,450 $5,723 $56,496 $68,676 Permit Technician II 7/1/23 $5,062 $5,315 $5,581 $5,860 $6,153 $60,744 $73,836 Planning Technician 7/1/23 $4,710 $4,946 $5,193 $5,453 $5,726 $56,520 $68,712 Recreation Coordinator 7/1/23 $4,190 $4,399 $4,619 $4,850 $5,092 $50,280 $61,104 Recreation Supervisor I 7/1/23 $5,233 $5,495 $5,770 $6,059 $6,362 $62,796 $76,344 Recreation Supervisor II 7/1/23 $5,817 $6,108 $6,413 $6,734 $7,071 $69,804 $84,852 Revenue Supervisor 7/1/23 $5,817 $6,108 $6,413 $6,734 $7,071 $69,804 $84,852 Secretary 7/1/23 $4,687 $4,921 $5,167 $5,425 $5,696 $56,244 $68,352 Special Events Supervisor I 7/1/23 $5,233 $5,495 $5,770 $6,059 $6,362 $62,796 $76,344 Special Events Supervisor II 7/1/23 $5,817 $6,108 $6,413 $6,734 $7,071 $69,804 $84,852 Stationary Engineer 7/1/23 $5,939 $6,236 $6,548 $6,875 $7,219 $71,268 $86,628 FOR EMPLOYEES HIRED BEFORE 08/31/2019

MONTHLY SALARY STEPS ANNUAL SALARY

Page 8 of 22 ends

459
Local 39 City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
Traffic Control & Lighting Technician I 7/1/23 $5,265 $5,528 $5,804 $6,094 $6,399 $63,180 $76,788 Traffic Control & Lighting Technician II 7/1/23 $6,161 $6,469 $6,792 $7,132 $7,489 $73,932 $89,868 Treatment Plant Mechanic I 7/1/23 $5,602 $5,882 $6,176 $6,485 $6,809 $67,224 $81,708 Treatment Plant Mechanic II 7/1/23 $6,161 $6,469 $6,792 $7,132 $7,489 $73,932 $89,868 Water Meter Technician 7/1/23 $4,363 $4,581 $4,810 $5,051 $5,304 $52,356 $63,648 Water Treatment Plant Apprentice (Steps 1-4) 7/1/23 $3,970 $4,168 $4,376 $4,595 $47,640 Water Treatment Plant Apprentice (Steps 5-9) 7/1/23 $4,824 $5,065 $5,318 $5,584 $5,863 $70,356 Water Treatment Plant Operator II 7/1/23 $5,454 $5,727 $6,013 $6,314 $6,630 $65,448 $79,560 Water Treatment Plant Operator III 7/1/23 $6,029 $6,330 $6,646 $6,978 $7,327 $72,348 $87,924 Water Treatment Plant Operator, Senior 7/1/23 $7,391 $7,761 $8,149 $8,556 $8,984 $88,692 $107,808

POSITION TITLE SALARY EFFECTIVE

A B C D E F G H I MINIMUM MAXIMUM
Accounting Technician I 7/1/23 $4,179 $4,283 $4,390 $4,500 $4,612 $4,727 $4,845 $4,966 $5,090 $50,148 $61,080 Accounting Technician II 7/1/23 $4,700 $4,817 $4,937 $5,060 $5,186 $5,316 $5,449 $5,585 $5,725 $56,400 $68,700 Accounting Technician III 7/1/23 $5,051 $5,177 $5,306 $5,439 $5,575 $5,714 $5,857 $6,003 $6,153 $60,612 $73,836 Chief Facilities Maintenance Worker 7/1/23 $6,221 $6,377 $6,536 $6,699 $6,866 $7,038 $7,214 $7,394 $7,579 $74,652 $90,948 Chief Maintenance Worker (Possess a D3
and/or hired after 7/1/19) 7/1/23 $5,411 $5,546 $5,685 $5,827 $5,973 $6,122 $6,275 $6,432 $6,593 $64,932 $79,116 Chief Parks & Grounds Worker 7/1/23 $5,051 $5,177 $5,306 $5,439 $5,575 $5,714 $5,857 $6,003 $6,153 $60,612 $73,836 Chief Treatment Plant Mechanic 7/1/23 $6,883 $7,055 $7,231 $7,412 $7,597 $7,787 $7,982 $8,182 $8,387 $82,596 $100,644 Clerk 7/1/23 $3,461 $3,548 $3,637 $3,728 $3,821 $3,917 $4,015 $4,115 $4,218 $41,532 $50,616 Clerk, Senior 7/1/23 $3,765 $3,859 $3,955 $4,054 $4,155 $4,259 $4,365 $4,474 $4,586 $45,180 $55,032 Electrical Technician 7/1/23 $6,455 $6,616 $6,781 $6,951 $7,125 $7,303 $7,486 $7,673 $7,865 $77,460 $94,380 Engineering/GIS Technician 7/1/23 $6,454 $6,615 $6,780 $6,949 $7,123 $7,301 $7,484 $7,671 $7,863 $77,448 $94,356 Engineering Technician I 7/1/23 $4,741 $4,860 $4,981 $5,106 $5,234 $5,365 $5,499 $5,636 $5,777 $56,892 $69,324 Engineering Technician II 7/1/23 $5,320 $5,453 $5,589 $5,729 $5,872 $6,019 $6,169 $6,323 $6,481 $63,840 $77,772 Engineering Technician III 7/1/23 $6,146 $6,300 $6,458 $6,619 $6,784 $6,954 $7,128 $7,306 $7,489 $73,752 $89,868 Equipment Mechanic I 7/1/23 $4,354 $4,463 $4,575 $4,689 $4,806 $4,926 $5,049 $5,175 $5,304 $52,248 $63,648 Equipment Mechanic II 7/1/23 $4,682 $4,799 $4,919 $5,042 $5,168 $5,297 $5,429 $5,565 $5,704 $56,184 $68,448 Facilities Maintenance Aide 7/1/23 $3,174 $3,253 $3,334 $3,417 $3,502 $3,590 $3,680 $3,772 $3,866 $38,088 $46,392 Facilities Maintenance Worker 7/1/23 $4,896 $5,018 $5,143 $5,272 $5,404 $5,539 $5,677 $5,819 $5,964 $58,752 $71,568 Facilities Maintenance Worker, Senior 7/1/23 $5,387 $5,522 $5,660 $5,802 $5,947 $6,096 $6,248 $6,404 $6,564 $64,644 $78,768 Groundskeeper 7/1/23 $3,340 $3,424 $3,510 $3,598 $3,688 $3,780 $3,874 $3,971 $4,070 $40,080 $48,840 Instrumentation Technician 7/1/23 $7,157 $7,336 $7,519 $7,707 $7,900 $8,098 $8,300 $8,507 $8,720 $85,884 $104,640 Maintenance Worker 7/1/23 $4,301 $4,409 $4,519 $4,632 $4,748 $4,867 $4,989 $5,114 $5,242 $51,612 $62,904 Maintenance Worker, Senior 7/1/23 $4,754 $4,873 $4,995 $5,120 $5,248 $5,379 $5,513 $5,651 $5,792 $57,048 $69,504 Parks & Grounds Worker 7/1/23 $4,095 $4,197 $4,302 $4,410 $4,520 $4,633 $4,749 $4,868 $4,990 $49,140 $59,880 Parks & Grounds Worker, Senior 7/1/23 $4,476 $4,588 $4,703 $4,821 $4,942 $5,066 $5,193 $5,323 $5,456 $53,712 $65,472 FOR EMPLOYEES HIRED AFTER 08/31/2019

MONTHLY SALARY STEPS ANNUAL SALARY

Page 9 of 22 ends

460
Local 39 City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
Permit Technician I 7/1/23 $4,698 $4,815 $4,935 $5,058 $5,184 $5,314 $5,447 $5,583 $5,723 $56,376 $68,676 Permit Technician II 7/1/23 $5,051 $5,177 $5,306 $5,439 $5,575 $5,714 $5,857 $6,003 $6,153 $60,612 $73,836 Planning Technician 7/1/23 $4,700 $4,817 $4,937 $5,060 $5,187 $5,317 $5,450 $5,586 $5,726 $56,400 $68,712 Recreation Coordinator 7/1/23 $4,180 $4,284 $4,391 $4,501 $4,614 $4,729 $4,847 $4,968 $5,092 $50,160 $61,104 Recreation Supervisor I 7/1/23 $5,221 $5,352 $5,486 $5,623 $5,764 $5,908 $6,056 $6,207 $6,362 $62,652 $76,344 Recreation Supervisor II 7/1/23 $5,805 $5,950 $6,099 $6,251 $6,407 $6,567 $6,731 $6,899 $7,071 $69,660 $84,852 Revenue Supervisor 7/1/23 $5,805 $5,950 $6,099 $6,251 $6,407 $6,567 $6,731 $6,899 $7,071 $69,660 $84,852 Secretary 7/1/23 $4,674 $4,791 $4,911 $5,034 $5,160 $5,289 $5,421 $5,557 $5,696 $56,088 $68,352 Special Events Supervisor I 7/1/23 $5,221 $5,352 $5,486 $5,623 $5,764 $5,908 $6,056 $6,207 $6,362 $62,652 $76,344 Special Events Supervisor II 7/1/23 $5,805 $5,950 $6,099 $6,251 $6,407 $6,567 $6,731 $6,899 $7,071 $69,660 $84,852 Stationary Engineer 7/1/23 $5,924 $6,072 $6,224 $6,380 $6,540 $6,703 $6,871 $7,043 $7,219 $71,088 $86,628 Traffic Control & Lighting Technician I 7/1/23 $5,252 $5,383 $5,518 $5,656 $5,797 $5,942 $6,091 $6,243 $6,399 $63,024 $76,788 Traffic Control & Lighting Technician II 7/1/23 $6,146 $6,300 $6,458 $6,619 $6,784 $6,954 $7,128 $7,306 $7,489 $73,752 $89,868 Treatment Plant Mechanic I 7/1/23 $5,589 $5,729 $5,872 $6,019 $6,169 $6,323 $6,481 $6,643 $6,809 $67,068 $81,708 Treatment Plant Mechanic II 7/1/23 $6,146 $6,300 $6,458 $6,619 $6,784 $6,954 $7,128 $7,306 $7,489 $73,752 $89,868 Water Meter Technician 7/1/23 $4,354 $4,463 $4,575 $4,689 $4,806 $4,926 $5,049 $5,175 $5,304 $52,248 $63,648 Water Treatment Plant Apprentice 7/1/23 $4,812 $4,932 $5,055 $5,181 $5,311 $5,444 $5,580 $5,720 $5,863 $57,744 $70,356 Water Treatment Plant Operator II 7/1/23 $5,442 $5,578 $5,717 $5,860 $6,006 $6,156 $6,310 $6,468 $6,630 $65,304 $79,560 Water Treatment Plant Operator III 7/1/23 $6,014 $6,164 $6,318 $6,476 $6,638 $6,804 $6,974 $7,148 $7,327 $72,168 $87,924 Water Treatment Plant Operator, Senior 7/1/23 $7,373 $7,557 $7,746 $7,940 $8,139 $8,342 $8,551 $8,765 $8,984 $88,476 $107,808

Page 10 of 22 ends

461
Management City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Business Manager 8/26/23 $9,338 $11,348 $112,056 $136,176 Capital Improvement Manager 8/26/23 $10,369 $12,601 $124,428 $151,212 Chief Building Official 8/26/23 $10,369 $12,601 $124,428 $151,212 City Clerk 8/26/23 $10,369 $12,601 $124,428 $151,212
Code Enforcement Manager 8/26/23 $9,338 $11,348 $112,056 $136,176 Community Investment Manager 8/26/23 $9,773 $11,877 $117,276 $142,524 Construction & Facilities Development Manager 8/26/23 $10,369 $12,601 $124,428 $151,212 Construction Inspection Manager 9/27/23 $8,460 $10,282 $101,520 $123,384 Court Liaison Officer 8/26/23 $6,457 $7,847 $77,484 $94,164 Data Services Manager 8/26/23 $8,861 $10,769 $106,332 $129,228 Economic Development Manager 8/26/23 $9,773 $11,877 $117,276 $142,524 Environmental Services & Sustainability Manager 8/26/23 $9,338 $11,348 $112,056 $136,176 Equipment and Facilities Superintendent 8/26/23 $9,324 $11,331 $111,888 $135,972 Finance Manager 8/26/23 $10,369 $12,601 $124,428 $151,212 Finance Supervisor 8/26/23 $8,861 $10,769 $106,332 $129,228 Fire Marshal 8/26/23 $10,359 $12,589 $124,308 $151,068
Flood Protection Planner 8/26/23 $8,873 $10,783 $106,476 $129,396 Housing Manager 8/26/23 $9,773 $11,877 $117,276 $142,524 Human Resources Manager 8/26/23 $10,369 $12,601 $124,428 $151,212 Information Technology Business Services Manager 8/26/23 $8,861 $10,769 $106,332 $129,228 Information Technology Operations Manager 8/26/23 $9,324 $11,331 $111,888 $135,972 Parking Manager 8/26/23 $9,773 $11,877 $117,276 $142,524 Parks Operations Superintendent 8/26/23 $9,324 $11,331 $111,888 $135,972 Permit Services Manager 8/26/23 $8,460 $10,282 $101,520 $123,384 Police Support Services Manager 8/26/23 $8,873 $10,783 $106,476 $129,396 Preschool Site Supervisor 8/26/23 $5,539 $6,731 $66,468 $80,772 Principal Engineer 8/26/23 $10,771 $13,090 $129,252 $157,080 Principal Planner 8/26/23 $9,773 $11,877 $117,276 $142,524 Program Manager 8/26/23 $7,147 $8,686 $85,764 $104,232
Public Information Officer 8/26/23 $8,873 $10,783 $106,476 $129,396 Purchasing Manager 8/26/23 $8,861 $10,769 $106,332 $129,228 Recreation Manager 8/26/23 $8,861 $10,769 $106,332 $129,228 Senior Analyst 8/26/23 $8,130 $9,880 $97,560 $118,560
Senior Engineer 8/26/23 $9,753 $11,853 $117,036 $142,236 Senior Finance Analyst 8/26/23 $8,470 $10,294 $101,640 $123,528

MONTHLY SALARY RANGE ANNUAL SALARY

Page 11 of 22 ends

462
Management City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM

MONTHLY SALARY RANGE ANNUAL SALARY
Senior Human Resources Analyst 8/26/23 $8,470 $10,294 $101,640 $123,528 Senior Planner 8/26/23 $8,470 $10,294 $101,640 $123,528 Senior Program Manager 8/26/23 $8,873 $10,783 $106,476 $129,396 Senior Project Manager 8/26/23 $8,460 $10,282 $101,520 $123,384 Senior Transportation Planner 8/26/23 $8,470 $10,294 $101,640 $123,528 Supervising Transportation Planner 8/26/23 $9,338 $11,348 $112,056 $136,176 Utilities Maintenance Superintendent 8/26/23 $9,324 $11,331 $111,888 $135,972 Water Treatment Plant Superintendent 8/26/23 $9,773 $11,877 $117,276 $142,524

Page 12 of 22 ends

463
Police Officer's Associatio City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E F G H I MINIMUM MAXIMUM
Code Enforcement Officer I 1/13/24 $4,628 $4,744 $4,863 $4,985 $5,110 $5,238 $5,369 $5,503 $5,641 $55,536 $67,692 Code Enforcement Officer II 1/13/24 $5,117 $5,245 $5,376 $5,510 $5,648 $5,789 $5,934 $6,082 $6,234 $61,404 $74,808 Code Enforcement Officer, Senior 1/13/24 $5,653 $5,794 $5,939 $6,087 $6,239 $6,395 $6,555 $6,719 $6,887 $67,836 $82,644 Community Services Officer I 1/13/24 $3,950 $4,049 $4,150 $4,254 $4,360 $4,469 $4,581 $4,696 $4,813 $47,400 $57,756 Community Services Officer II 1/13/24 $4,426 $4,537 $4,650 $4,766 $4,885 $5,007 $5,132 $5,260 $5,392 $53,112 $64,704 Community Services Officer, Senior 1/13/24 $4,956 $5,080 $5,207 $5,337 $5,470 $5,607 $5,747 $5,891 $6,038 $59,472 $72,456 Crime Analyst I 1/13/24 $5,720 $5,863 $6,010 $6,160 $6,314 $6,472 $6,634 $6,800 $6,970 $68,640 $83,640 Crime Analyst II 1/13/24 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $7,539 $7,727 $7,920 $78,000 $95,040 Crime Analyst, Senior 1/13/24 $7,266 $7,448 $7,634 $7,825 $8,021 $8,222 $8,428 $8,639 $8,855 $87,192 $106,260 Crime Scene Investigator I 1/13/24 $4,753 $4,872 $4,994 $5,119 $5,247 $5,378 $5,512 $5,650 $5,791 $57,036 $69,492 Crime Scene Investigator II 1/13/24 $5,286 $5,418 $5,553 $5,692 $5,834 $5,980 $6,129 $6,282 $6,439 $63,432 $77,268 Crime Scene Investigator III 1/13/24 $5,778 $5,922 $6,070 $6,222 $6,378 $6,537 $6,700 $6,868 $7,040 $69,336 $84,480 Police Officer 1/13/24 $7,633 $7,824 $8,020 $8,220 $8,426 $8,637 $8,853 $9,074 $9,301 $91,596 $111,612 Police Records Technician I 1/13/24 $3,787 $3,882 $3,979 $4,078 $4,180 $4,285 $4,392 $4,502 $4,615 $45,444 $55,380 Police Records Technician II 1/13/24 $4,175 $4,279 $4,386 $4,496 $4,608 $4,723 $4,841 $4,962 $5,086 $50,100 $61,032 Police Records Technician, Senior 1/13/24 $4,591 $4,706 $4,824 $4,945 $5,069 $5,196 $5,326 $5,459 $5,595 $55,092 $67,140 Police Sergeant 1/13/24 $9,361 $9,595 $9,835 $10,081 $10,333 $10,591 $10,856 $11,127 $11,405 $112,332 $136,860 Police Services Coordinator 1/13/24 $4,958 $5,082 $5,209 $5,339 $5,472 $5,609 $5,749 $5,893 $6,040 $59,496 $72,480 Property & Evidence Technician I 1/13/24 $4,258 $4,364 $4,473 $4,585 $4,700 $4,817 $4,937 $5,060 $5,186 $51,096 $62,232 Property & Evidence Technician II 1/13/24 $4,683 $4,800 $4,920 $5,043 $5,169 $5,298 $5,430 $5,566 $5,705 $56,196 $68,460 Youth Counselor 1/13/24 $5,863 $6,010 $6,160 $6,314 $6,472 $6,634 $6,800 $6,970 $7,144 $70,356 $85,728

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Code Enforcement Officer I 1/13/24 $4,640 $4,872 $5,116 $5,372 $5,641 $55,680 $67,692 Code Enforcement Officer II 1/13/24 $5,129 $5,385 $5,654 $5,937 $6,234 $61,548 $74,808 Code Enforcement Officer, Senior 1/13/24 $5,667 $5,950 $6,247 $6,559 $6,887 $68,004 $82,644 Community Services Officer I 1/13/24 $3,960 $4,158 $4,366 $4,584 $4,813 $47,520 $57,756 Community Services Officer II 1/13/24 $4,435 $4,657 $4,890 $5,135 $5,392 $53,220 $64,704 Community Services Officer, Senior 1/13/24 $4,967 $5,215 $5,476 $5,750 $6,038 $59,604 $72,456 Crime Analyst I 1/13/24 $5,734 $6,021 $6,322 $6,638 $6,970 $68,808 $83,640 Crime Analyst II 1/13/24 $6,516 $6,842 $7,184 $7,543 $7,920 $78,192 $95,040 Crime Analyst, Senior 1/13/24 $7,285 $7,649 $8,031 $8,433 $8,855 $87,420 $106,260 Crime Scene Investigator I 1/13/24 $4,764 $5,002 $5,252 $5,515 $5,791 $57,168 $69,492 Crime Scene Investigator II 1/13/24 $5,297 $5,562 $5,840 $6,132 $6,439 $63,564 $77,268 Crime Scene Investigator III 1/13/24 $5,792 $6,082 $6,386 $6,705 $7,040 $69,504 $84,480 FOR EMPLOYEES HIRED AFTER 06/30/2018 & PROMOTED AFTER 7/1/2022

MONTHLY SALARY STEPS ANNUAL SALARY
FOR EMPLOYEES HIRED BEFORE 07/01/2018

MONTHLY SALARY STEPS ANNUAL SALARY

Page 13 of 22 ends

464
Police Officer's Associatio City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
Police Officer 1/13/24 $7,651 $8,034 $8,436 $8,858 $9,301 $91,812 $111,612 Police Records Technician I 1/13/24 $3,797 $3,987 $4,186 $4,395 $4,615 $45,564 $55,380 Police Records Technician II 1/13/24 $4,184 $4,393 $4,613 $4,844 $5,086 $50,208 $61,032 Police Records Technician, Senior 1/13/24 $4,603 $4,833 $5,075 $5,329 $5,595 $55,236 $67,140 Police Sergeant 1/13/24 $9,383 $9,852 $10,345 $10,862 $11,405 $112,596 $136,860 Police Services Coordinator 1/13/24 $4,969 $5,217 $5,478 $5,752 $6,040 $59,628 $72,480 Property & Evidence Technician I 1/13/24 $4,267 $4,480 $4,704 $4,939 $5,186 $51,204 $62,232 Property & Evidence Technician II 1/13/24 $4,693 $4,928 $5,174 $5,433 $5,705 $56,316 $68,460 Youth Counselor 1/13/24 $5,877 $6,171 $6,480 $6,804 $7,144 $70,524 $85,728

Page 14 of 22 ends

465
Police Manager's City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Police Lieutenant 1/13/24 $11,928 $14,496 $143,136 $173,952

POSITION TITLE SALARY EFFECTIVE

A B C D E F G H I MINIMUM MAXIMUM
Police Lieutenant 1/13/24 $11,898 $12,195 $12,500 $12,812 $13,132 $13,460 $13,797 $14,142 $14,496 $142,776 $173,952 FOR EMPLOYEES HIRED AFTER 06/30/2018

MONTHLY SALARY STEPS ANNUAL SALARY
FOR EMPLOYEES HIRED BEFORE 07/1/2018

MONTHLY SALARY RANGE ANNUAL SALARY

Page 15 of 22 ends

466
Recruit City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Fire Recruit 6/1/24 $6,125 $73,500
Police Recruit 1/13/24 $6,106 $73,272
FOR EMPLOYEES HIRED AFTER 06/30/2018

MONTHLY SALARY STEPS ANNUAL SALARY

Page 16 of 22 ends

467
Safety Mangement City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE SALARY EFFECTIVE

A B C D E MINIMUM MAXIMUM
Deputy Fire Chief 8/26/23 $11,645 $14,152 $139,740 $169,824 Deputy Police Chief 8/26/23 $13,175 $16,011 $158,100 $192,132

MONTHLY SALARY RANGE ANNUAL SALARY

Page 17 of 22 ends

468
Specialist & Professionals City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE
SALARY

EFFECTIV
E

A B C D E F G H I MINIMUM MAXIMUM
Accountant I 8/26/23 $5,861 $6,008 $6,158 $6,312 $6,470 $6,632 $6,798 $6,968 $7,142 $70,332 $85,704 Accountant II 8/26/23 $6,853 $7,024 $7,200 $7,380 $7,564 $7,753 $7,947 $8,146 $8,350 $82,236 $100,200 Administrative Analyst I 8/26/23 $5,866 $6,013 $6,163 $6,317 $6,475 $6,637 $6,803 $6,973 $7,147 $70,392 $85,764 Administrative Analyst II 8/26/23 $7,128 $7,306 $7,489 $7,676 $7,868 $8,065 $8,267 $8,474 $8,686 $85,536 $104,232 Assistant Community Investment Planner 8/26/23 $5,866 $6,013 $6,163 $6,317 $6,475 $6,637 $6,803 $6,973 $7,147 $70,392 $85,764 Assistant Engineer 8/26/23 $7,122 $7,300 $7,482 $7,669 $7,861 $8,058 $8,259 $8,465 $8,677 $85,464 $104,124 Assistant Planner 8/26/23 $5,866 $6,013 $6,163 $6,317 $6,475 $6,637 $6,803 $6,973 $7,147 $70,392 $85,764 Assistant Transportation Planner 8/26/23 $5,866 $6,013 $6,163 $6,317 $6,475 $6,637 $6,803 $6,973 $7,147 $70,392 $85,764 Associate Community Investment Planner 8/26/23 $6,864 $7,036 $7,212 $7,392 $7,577 $7,766 $7,960 $8,159 $8,363 $82,368 $100,356 Associate Engineer 8/26/23 $8,449 $8,660 $8,877 $9,099 $9,326 $9,559 $9,798 $10,043 $10,294 $101,388 $123,528 Associate Planner 8/26/23 $6,864 $7,036 $7,212 $7,392 $7,577 $7,766 $7,960 $8,159 $8,363 $82,368 $100,356 Associate Transportation Planner 8/26/23 $6,864 $7,036 $7,212 $7,392 $7,577 $7,766 $7,960 $8,159 $8,363 $82,368 $100,356 Building Inspector I 8/26/23 $6,035 $6,186 $6,341 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $72,420 $88,260 Building Inspector II 8/26/23 $6,853 $7,024 $7,200 $7,380 $7,564 $7,753 $7,947 $8,146 $8,350 $82,236 $100,200 CALEA Coordinator 8/26/23 $7,128 $7,306 $7,489 $7,676 $7,868 $8,065 $8,267 $8,474 $8,686 $85,536 $104,232 Construction Administrative Specialist 8/26/23 $5,200 $5,330 $5,463 $5,600 $5,740 $5,884 $6,031 $6,182 $6,337 $62,400 $76,044 Construction Inspector I 9/27/23 $6,035 $6,186 $6,341 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $72,420 $88,260 Construction Inspector II 9/27/23 $6,853 $7,024 $7,200 $7,380 $7,564 $7,753 $7,947 $8,146 $8,350 $82,236 $100,200 Construction Inspector III 9/27/23 $7,586 $7,776 $7,970 $8,169 $8,373 $8,582 $8,797 $9,017 $9,242 $91,032 $110,904 Court Liaison Specialist 8/26/23 $4,414 $4,524 $4,637 $4,753 $4,872 $4,994 $5,119 $5,247 $5,378 $52,968 $64,536 Deputy City Clerk 8/26/23 $5,200 $5,330 $5,463 $5,600 $5,740 $5,884 $6,031 $6,182 $6,337 $62,400 $76,044 Engineering Assistant I 8/26/23 $6,035 $6,186 $6,341 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $72,420 $88,260 Engineering Assistant II 8/26/23 $6,853 $7,024 $7,200 $7,380 $7,564 $7,753 $7,947 $8,146 $8,350 $82,236 $100,200 Engineering Assistant III 8/26/23 $7,586 $7,776 $7,970 $8,169 $8,373 $8,582 $8,797 $9,017 $9,242 $91,032 $110,904 Finance Analyst 8/26/23 $7,589 $7,779 $7,973 $8,172 $8,376 $8,585 $8,800 $9,020 $9,245 $91,068 $110,940 Financial Specialist 8/26/23 $5,200 $5,330 $5,463 $5,600 $5,740 $5,884 $6,031 $6,182 $6,337 $62,400 $76,044 Fire Inspector 8/26/23 $6,035 $6,186 $6,341 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $72,420 $88,260 Information Technology Specialist I 8/26/23 $6,343 $6,502 $6,665 $6,832 $7,003 $7,178 $7,357 $7,541 $7,730 $76,116 $92,760 Information Technology Specialist II 8/26/23 $7,128 $7,306 $7,489 $7,676 $7,868 $8,065 $8,267 $8,474 $8,686 $85,536 $104,232 Landscape Inspector 8/26/23 $6,035 $6,186 $6,341 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $72,420 $88,260 Plans Examiner I 8/26/23 $6,035 $6,186 $6,341 $6,500 $6,663 $6,830 $7,001 $7,176 $7,355 $72,420 $88,260 Plans Examiner II 8/26/23 $6,853 $7,024 $7,200 $7,380 $7,564 $7,753 $7,947 $8,146 $8,350 $82,236 $100,200 Police Records Supervisor 8/26/23 $6,040 $6,191 $6,346 $6,505 $6,668 $6,835 $7,006 $7,181 $7,361 $72,480 $88,332 Preschool Teacher 8/26/23 $3,350 $3,434 $3,520 $3,608 $3,698 $3,790 $3,885 $3,982 $4,082 $40,200 $48,984 Preschool Teacher/Family Support Specialist 8/26/23 $3,388 $3,473 $3,560 $3,649 $3,740 $3,834 $3,930 $4,028 $4,129 $40,656 $49,548 Program Technician I 8/26/23 $4,503 $4,616 $4,731 $4,849 $4,970 $5,094 $5,221 $5,352 $5,486 $54,036 $65,832 FOR EMPLOYEES HIRED AFTER 06/30/2019

MONTHLY SALARY STEPS ANNUAL SALARY

Page 18 of 22 ends

469
Specialist & Professionals City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
Program Technician II 8/26/23 $5,200 $5,330 $5,463 $5,600 $5,740 $5,884 $6,031 $6,182 $6,337 $62,400 $76,044 Project Manager I 8/26/23 $6,864 $7,036 $7,212 $7,392 $7,577 $7,766 $7,960 $8,159 $8,363 $82,368 $100,356 Project Manager II 8/26/23 $7,589 $7,779 $7,973 $8,172 $8,376 $8,585 $8,800 $9,020 $9,246 $91,068 $110,952 Senior Accountant 8/26/23 $7,586 $7,776 $7,970 $8,169 $8,373 $8,582 $8,797 $9,017 $9,242 $91,032 $110,904 Senior Building Inspector 8/26/23 $7,586 $7,776 $7,970 $8,169 $8,373 $8,582 $8,797 $9,017 $9,242 $91,032 $110,904 Senior Deputy City Clerk 8/26/23 $5,861 $6,008 $6,158 $6,312 $6,470 $6,632 $6,798 $6,968 $7,142 $70,332 $85,704 Senior Fire Inspector 8/26/23 $6,861 $7,033 $7,209 $7,389 $7,574 $7,763 $7,957 $8,156 $8,360 $82,332 $100,320 Senior Landscape Inspector 8/26/23 $6,861 $7,033 $7,209 $7,389 $7,574 $7,763 $7,957 $8,156 $8,360 $82,332 $100,320 Senior Plans Examiner 8/26/23 $7,586 $7,776 $7,970 $8,169 $8,373 $8,582 $8,797 $9,017 $9,242 $91,032 $110,904 Technical Support Specialist I 8/26/23 $4,502 $4,615 $4,730 $4,848 $4,969 $5,093 $5,220 $5,351 $5,485 $54,024 $65,820 Technical Support Specialist II 8/26/23 $5,200 $5,330 $5,463 $5,600 $5,740 $5,884 $6,031 $6,182 $6,337 $62,400 $76,044 Technical Support Specialist III 8/26/23 $6,040 $6,191 $6,346 $6,505 $6,668 $6,835 $7,006 $7,181 $7,361 $72,480 $88,332

POSITION TITLE
SALARY

EFFECTIV
E

A B C D E MINIMUM MAXIMUM
Accountant I 8/26/23 $5,876 $6,170 $6,478 $6,802 $7,142 $70,512 $85,704 Accountant II 8/26/23 $6,869 $7,212 $7,573 $7,952 $8,350 $82,428 $100,200 Administrative Analyst I 8/26/23 $5,880 $6,174 $6,483 $6,807 $7,147 $70,560 $85,764 Administrative Analyst II 8/26/23 $7,146 $7,503 $7,878 $8,272 $8,686 $85,752 $104,232 Assistant Community Investment Planner 8/26/23 $5,880 $6,174 $6,483 $6,807 $7,147 $70,560 $85,764 Assistant Engineer 8/26/23 $7,138 $7,495 $7,870 $8,264 $8,677 $85,656 $104,124 Assistant Planner 8/26/23 $5,880 $6,174 $6,483 $6,807 $7,147 $70,560 $85,764 Assistant Transportation Planner 8/26/23 $5,880 $6,174 $6,483 $6,807 $7,147 $70,560 $85,764 Associate Community Investment Planner 8/26/23 $6,881 $7,225 $7,586 $7,965 $8,363 $82,572 $100,356 Associate Engineer 8/26/23 $8,469 $8,892 $9,337 $9,804 $10,294 $101,628 $123,528 Associate Planner 8/26/23 $6,881 $7,225 $7,586 $7,965 $8,363 $82,572 $100,356 Associate Transportation Planner 8/26/23 $6,881 $7,225 $7,586 $7,965 $8,363 $82,572 $100,356 Building Inspector I 8/26/23 $6,050 $6,353 $6,671 $7,005 $7,355 $72,600 $88,260 Building Inspector II 8/26/23 $6,869 $7,212 $7,573 $7,952 $8,350 $82,428 $100,200 CALEA Coordinator 8/26/23 $7,146 $7,503 $7,878 $8,272 $8,686 $85,752 $104,232 Construction Administrative Specialist 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Construction Inspector I 9/27/23 $6,050 $6,353 $6,671 $7,005 $7,355 $72,600 $88,260 Construction Inspector II 9/27/23 $6,869 $7,212 $7,573 $7,952 $8,350 $82,428 $100,200 FOR EMPLOYEES HIRED BEFORE 07/01/2019

MONTHLY SALARY STEPS ANNUAL SALARY

Page 19 of 22 ends

470
Specialist & Professionals City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
Construction Inspector III 9/27/23 $7,604 $7,984 $8,383 $8,802 $9,242 $91,248 $110,904 Court Liaison Specialist 8/26/23 $4,425 $4,646 $4,878 $5,122 $5,378 $53,100 $64,536 Deputy City Clerk 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Engineering Assistant I 8/26/23 $6,050 $6,353 $6,671 $7,005 $7,355 $72,600 $88,260 Engineering Assistant II 8/26/23 $6,869 $7,212 $7,573 $7,952 $8,350 $82,428 $100,200 Engineering Assistant III 8/26/23 $7,604 $7,984 $8,383 $8,802 $9,242 $91,248 $110,904 Finance Analyst 8/26/23 $7,607 $7,987 $8,386 $8,805 $9,245 $91,284 $110,940 Financial Specialist 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Fire Inspector 8/26/23 $6,050 $6,353 $6,671 $7,005 $7,355 $72,600 $88,260 Information Technology Specialist I 8/26/23 $6,359 $6,677 $7,011 $7,362 $7,730 $76,308 $92,760 Information Technology Specialist II 8/26/23 $7,146 $7,503 $7,878 $8,272 $8,686 $85,752 $104,232 Landscape Inspector 8/26/23 $6,050 $6,353 $6,671 $7,005 $7,355 $72,600 $88,260 Plans Examiner I 8/26/23 $6,050 $6,353 $6,671 $7,005 $7,355 $72,600 $88,260 Plans Examiner II 8/26/23 $6,869 $7,212 $7,573 $7,952 $8,350 $82,428 $100,200 Police Records Supervisor 8/26/23 $6,055 $6,358 $6,676 $7,010 $7,361 $72,660 $88,332 Preschool Teacher 8/26/23 $3,359 $3,527 $3,703 $3,888 $4,082 $40,308 $48,984 Preschool Teacher/Family Support Specialist 8/26/23 $3,397 $3,567 $3,745 $3,932 $4,129 $40,764 $49,548 Program Technician I 8/26/23 $4,513 $4,739 $4,976 $5,225 $5,486 $54,156 $65,832 Program Technician II 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Project Manager I 8/26/23 $6,881 $7,225 $7,586 $7,965 $8,363 $82,572 $100,356 Project Manager II 8/26/23 $7,608 $7,988 $8,387 $8,806 $9,246 $91,296 $110,952 Senior Accountant 8/26/23 $7,604 $7,984 $8,383 $8,802 $9,242 $91,248 $110,904 Senior Building Inspector 8/26/23 $7,604 $7,984 $8,383 $8,802 $9,242 $91,248 $110,904 Senior Deputy City Clerk 8/26/23 $5,876 $6,170 $6,478 $6,802 $7,142 $70,512 $85,704 Senior Fire Inspector 8/26/23 $6,878 $7,222 $7,583 $7,962 $8,360 $82,536 $100,320 Senior Landscape Inspector 8/26/23 $6,878 $7,222 $7,583 $7,962 $8,360 $82,536 $100,320 Senior Plans Examiner 8/26/23 $7,604 $7,984 $8,383 $8,802 $9,242 $91,248 $110,904 Technical Support Specialist I 8/26/23 $4,512 $4,738 $4,975 $5,224 $5,485 $54,144 $65,820 Technical Support Specialist II 8/26/23 $5,213 $5,474 $5,748 $6,035 $6,337 $62,556 $76,044 Technical Support Specialist III 8/26/23 $6,055 $6,358 $6,676 $7,010 $7,361 $72,660 $88,332

Page 20 of 22 ends

471
Extra Help City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024
POSITION TITLE SALARY EFFECTIVE Minimum Hourly Maximum Hourly Assistant Pool Manager 1/1/2024 $17.50 $18.25
Designated Level I Reserve Police Officer 1/1/2024 $25.50 $30.50 Emergency Services Coordinator 1/1/2024 $55.00 $55.00
Laborer 1/1/2024 $16.00 $19.00
Lead Program Leader 3/9/2024 $23.00 $25.50
Lead Recreation Leader 1/1/2024 $18.25 $19.25
Lifeguard/Swim Instructor 1/1/2024 $16.00 $17.50
Parking/Traffic Enforcement Officer 1/1/2024 $18.50 $21.25 Planning Commissioner 1/1/2024 $30 per meeting
Pool Manager 1/1/2024 $18.25 $19.25
Program Aide 3/9/2024 $16.00 $18.50
Program Assistant 1/1/2024 $16.00 $21.00
Program Leader 3/9/2024 $18.50 $21.00
Program Site Leader 3/9/2024 $21.00 $23.50
Recreation Aide 1/1/2024 $16.00 $16.25
Recreation Assistant 1/1/2024 $19.25 $21.00
Recreation Leader 1/1/2024 $16.25 $17.50
Retired Annuitant 1/1/2024 $16.00 $77.00
Senior Parking/Traffic Enforcement Officer 1/1/2024 $21.75 $24.50 Senior Recreation Leader 1/1/2024 $17.50 $18.25
Student Intern 1/1/2024 $16.00 $21.00
Substitute Preschool Teacher 1/1/2024 $16.00 $18.25
Salary increases at $0.25 increments with a maximum of $1.00.

Page 21 of 22 ends

472
Y Rate City of West Sacramento
2023/2024 Classification Plan
Approved: 5/15/2024

POSITION TITLE
SALARY

EFFECTIVE

MONTHLY
SALARY
STEPS
ANNUAL
SALARY
Y - Rate MAXIMUM
Senior Maintenance Worker - Y-Rate 8/27/22 $5,820 $69,840

Page 22 of 22 ends

473
Attachment 5
RESOLUTION 24-57

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO ADOPTING AMENDMENTS TO THE BUDGET FOR FISCAL YEAR 2023/24 & 2024/25 TO FUND UPDATES TO THE FIREFIGHTER’S ASSOCIATION MOU
WHEREAS, the Firefighter’s Association (FFA) MOU had an original expiration date of May 31, 2024; and
WHEREAS, Representatives from the FFA and the City began negotiating in good faith on March 26, 2024; and
WHEREAS, a tentative agreement was reached with FFA on May 7, 2024 and ratified by the FFA on May 15, 2024; and

WHEREAS, the proposed MOU updates require budget amendments to fund the revisions in FY 2023/24 and FY 2024/25; 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 FY 2023/24 and FY 2024/25 budget as follows:

FY 2023/24 SOURCES
$219,887 101-0000-3110 General Fund Balance
$6,284 108-0000-3110 Measure K Fund Balance
$226,161 TOTAL SOURCES FY 2023/24
FY 2023/24 USES
$119,542 101-9151-5111 General Fund Salaries & Benefits $100,335 101-9151-5118 General Fund Non-PERSable Pays
$4,608 108-9151-5111 Measure K Salaries & Benefits
$1,675 108-9151-5118 Measure K Non-PERSable Pays
$226,161 TOTAL USES FY 2022/23
FY 2024/25 SOURCES
$1,347,061 101-0000-3110 General Fund Balance
$50,547 108-0000-3110 Measure K Fund Balance
$1,397,608 TOTAL SOURCES FY 2024/25
FY 2024/25 USES
$1,347,061 101-9151-5111 General Fund Salaries & Wages
$50,547 108-9151-5111 Measure K Salaries & Benefits
$1,397,608 TOTAL USES FY 2024/25

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.
474
Resolution 24-57 FFA MOU

Page 2 ends

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 May 2024, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
475

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 15, 2024 ITEM # 17
SUBJECT:

CONSIDERATION OF APPOINTMENT OF SUSAN STRAND TO THE YOLO COUNTY

WASTE ADVISORY COMMITTEE
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Jennifer Cusmir, City Clerk
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this report is to provide the Mayor and Members of the City Council with the information needed to appoint Susan Strand to the Yolo County Waste Advisory Committee to serve as the City of West Sacramento representative.

RECOMMENDED ACTION
Staff respectfully recommends that the Mayor, with approval of the City Council, appoint City of West Sacramento staff member Susan Strand, Senior Analyst – Waste Reduction, to the Yolo County Waste Advisory Committee.

BACKGROUND
The Yolo County Waste Advisory Committee was formed by the Board of Supervisors in 1990. The Committee’s duties and responsibilities include advising the County staff, the County Board of Supervisors, and the staff, Mayors and Council Members of the cities within the county on issues related to the development, approval, and administration of the County Hazardous Waste Management Plan; to hold informal public meetings and workshops as required on County Hazardous Waste Management Plan; review issues of integrated waste management relative to the County and provide recommendations to the County and Cities within the County on those issues; and conduct hearings for those appealing decisions made under Article 6, Chapter 15 of the Yolo County Code.

The membership of the Waste Advisory Committee consists of eleven (11) rotating members. There is one (1) member each appointed by the Cities of Davis, Winters, Woodland, and West Sacramento, one (1) member of industry, one (1) representative of an environmental organization, one (1) representative of a special district or community services district, one (1) representative from the University of California Davis, and three (3) representatives of the public. The term of membership is four (4) years.

On March 2, 2022, Traci Kent-Stone, Environmental Services & Sustainability Manager, was appointed to the Committee to act as the City of West Sacramento’s representative. Ms. Kent-Stone recently resigned from city service and her last day with the city was April 4, 2024.

ANALYSIS
There are two (2) years remaining on the current term of membership for the Waste Advisory Committee. Not moving forward with appointing another staff member would result in the seat for the City of West Sacramento remaining vacant.

Susan Strand, Senior Analyst – Waste Reduction, is being recommended by the Community Development Director, Andrea Ouse, to be appointed to serve on the Committee until the term ends, January 31, 2026.

Environmental Considerations
N/A
Commission Recommendation
N/A
Strategic Plan Integration
The recommended action furthers the City’s goals of cultivating working relationships with neighboring agencies and jurisdictions.
476
Waste Advisory Committee Appointment
May 15, 2024

Page 2 ends

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

ATTACHMENTS

1. Appointment Memo

2. Appointment Letter
477

CITY OF WEST SACRAMENTO

MEMORANDUM
TO: Aaron Laurel, City Manager
FROM: Andrea Ouse, Community Development Director
DATE: April 24, 2024
SUBJECT: Yolo County Waste Advisory Committee Appointment The Yolo County Waste Advisory Committee was established in 1990 to coordinate City source reduction and recycling activities as required by AB 939, the California Integrated Waste Management Act. The committee consists of staff representatives of each of the incorporated cities in Yolo County, as well as members-at-large from various special districts. Because its main function relates to the goals and requirements of AB 939, waste reduction staff in the Environmental Services & Sustainability Division have been assigned the responsibility of this coordination. Ms. Strand is a Senior Analyst with the Environmental Services and Sustainability Division, and has worked on City AB 939 waste reduction programs for the past 11 years. Traci Kent-Stone, the current Committee appointee, recently left the City.

To ensure the City’s interests on this committee are represented in an uninterrupted manner, I am requesting that Aaron appoint Susan Strand, Senior Analyst, Waste Reduction, to represent the City on the Yolo County Waste Advisory Committee by signing the attached appointment letter.
478
1110 West Capitol Avenue
West Sacramento, CA 95691
(916) 617-4500
www.cityofwestsacramento.org
May 15, 2024
Ms. Marrisa Juhler
Director-Integrated Waste Division
County of Yolo
Department of Community Services
Division of Integrated Waste Management
44090 County Road 28H
Woodland, CA 95776
Re: City of West Sacramento Appointment to County Waste Advisory Committee
Dear Ms. Juhler:

On behalf of the City of West Sacramento, I hereby appoint Susan Strand, Senior Analyst, Waste Reduction, has been appointed as the City's representative to the Waste Advisory Committee. The City feels Ms. Strand’s contribution to the Committee will ensure the City’s continued active participation with this body and will foster continued collaboration among the Yolo County jurisdictions.

Sincerely,
Aaron Laurel
City Manager
479

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 15, 2024 ITEM # 18

WORKSHOP ON THE WEST SACRAMENTO ON-DEMAND RIDESHARE PROGRAM

CONTINUATION AND FUNDING
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 present the City Council with the results of the On-Demand Rideshare Request for Proposal, the staff recommendation of contract award, and the negotiated budget options of the proposed contract for the On-Demand Rideshare Program. Staff will discuss the funding gap and the available funding capacity and sources to solicit feedback from the Council to inform the finalization of the contract.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council review staff’s report and the information presented at the meeting to provide feedback and direction to staff to be used in preparation of the On-Demand Rideshare Program contract regarding program operations and budget.

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. The program was initially proposed by City staff as a "Southport Connector" that would provide curb-to-curb service within the Southport zone, and curb-to-hub service to/from Southport and key destinations or hubs in the North, to reduce vehicle miles traveled and single-occupancy trips, complement transit service, close first/last mile gaps, and connect underserved communities. Following a presentation on further defining the program on July 26, 2017, City Council provided clear direction to pursue a citywide service that would be allowed to compete with existing fixed route services.

On June 7, 2023, the City Council approved Amendment No. 5 to the Amended & Restated Contract with Nomad Transit LLC to extend operation of the West Sacramento On-Demand Rideshare Program through June 30, 2024. This was the last allowable extension per the 2018 Contract for Services executed with Nomad Transit LLC. As such, in July 2023, the City released a Request for Information (RFI) to identify if other adequately qualified providers could meet the City’s desired rideshare program parameters, understand how technology offerings have evolved since 2018, and are interested in operating the service.

On November 15, 2023, staff presented the results of the RFI and the available future funding estimate based on the current source of funding – the Transportation Development Act (TDA) of 1971, which provides State funding to be allocated to transit and non-transit related purposes that comply with regional transportation plans.

TDA established two funding sources: Local Transportation Fund (LTF) derived from a ¼ cent of the general sales tax collected statewide, and the State Transit Assistance (STA) fund appropriated by the legislature to the State Controller’s office who then allocates the tax revenue by formula (50 percent by population, and 50 percent according to transit operator revenues from the prior fiscal year) to regional planning agencies including the Sacramento Area Council of Governments (SACOG), to whom the City then invoices to receive TDA funds. 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.
480
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 2 ends

Since the inception of the On-Demand Rideshare Program in 2018, the City had LTF balances from prior year allocations dating back to Fiscal Year (FY) 2016-17 and was able to use these prior year reserves to support the On-Demand Rideshare Program. Due to the depletion of the prior year LTF balance, staff estimated a funding gap upwards of $800,000 for Fiscal Year 2024-25 and increasing to $1.8 million annually for FY 2025-26 and beyond based on similar allocations and expenditures. Additionally, staff noted that YoloTD has identified a projected funding gap of $3 million in FY2024-25 in their Fiscal Year 2023-24 Final Budget; this budget deficit grows to a projected $6 million annually for FY 2025-26 and beyond. YoloTD identified several strategies to close this funding gap – one of which includes the increased use of LTF which would reduce the allocated amount available to local agencies.

Due to the impending potential funding gaps and constraints, staff also shared a draft rider questionnaire City Council feedback. The rider questionnaire was intended to understand riders’ perspective on important service attributes to help guide potential operational changes under a lower funding scenario. After this presentation, City Council asked staff to also conduct a driver survey and agreed that there were sufficient competitive vendors to release a Request for Proposals (RFP).

ANALYSIS
Procurement Status and Evaluation Panel’s Recommendation On December 6, 2023, staff released a RFP to seek a qualified vendor to operate the City’s On-Demand Rideshare Program through OpenGov, DemandStar, and Public Purchase. This procurement was handled in accordance with federal procurement standards and the City’s procurement procedures for professional services. At this time, City staff have not sought external federal funding sources, but aligning procurement with federal standards will allow the City to readily seek and utilize external federal funds should they be awarded to City to fund program operations.

A seven (7) member multi-disciplinary evaluation panel was formed to review and score the three (3) responsive proposals received by the proposal deadline of January 26, 2024. The three (3) firms are listed below in alphabetical order:
1) Nomad Transit LLC
2) RTW Management Inc.
3) Tower Wav LLC
The panel was made up of professionals from the Community Development Department, Economic Development and Housing Department, and City Manager’s Office. Evaluation of the RFP was based upon the vendor offering the most comprehensive overall proposal considering such factors as: content of the proposal transmittal letter, qualifications and experience, proven ability, technical approach, schedule of work, cost and price, and interview performance. Interviews were conducted on February 5, 2024 with five (5) evaluation panel members in attendance. During the interview, each vendor’s project manager and key team members had an opportunity to present each team’s qualifications, provide a presentation to demonstrate their understanding of the City’s requirements, and respond to the evaluation committee’s questions.

Questions were asked relative to the proposal team’s proposed program approach (i.e. vendor’s driver model, vehicle types, operational changes, and technological enhancements), community outreach and engagement, and clarification on cost estimates. Based on the interviews, the evaluation committee followed-up with additional questions regarding data, technology, operations, and cost proposal questions directed to Nomad Transit LLC based on service and technological enhancements available by the other two proposals. This included dash cameras to monitor driver and rider safety, ability to request a vehicle with bike racks, connectivity to other transit services within and outside the service boundary, and available data tools. These follow-up questions are included for City Council consideration as Attachment 1. After considering the proposals, interviews, and followup responses, the committee completed their individual scoring and Nomad Transit LLC is the highest-ranked firm.

Furthermore, City staff reviewed results from the driver survey (Attachment 2). The survey indicated drivers were interested in higher pay, but generally felt safe while driving with Via and were satisfied with the flexibility in scheduling with Via. Via’s driver pay is competitive with driver pay of the other proposals and of independent contractor drivers guaranteed earnings based on Proposition 22.

Following notification, City staff and Nomad engaged in negotiation to settle upon agreed scope of work, cost, and schedule for the contract. To maintain the On-Demand Rideshare Program at existing service parameters and driver hours, Nomad’s FY 2024-25 pricing proposal is $3,247,258, not including reinvesting fare revenue, 481
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 3 ends

based on 57,200 vehicle hours at a fee of $56.20 per vehicle hour plus regulatory fees. Nomad proposes a threeyear initial contract term through June 30, 2027, with three one-year extension options through June 30, 2030.

The pricing proposal considers a three percent annual increase in line with the consumer price index – as such the proposed cost for FY 2025-26 is $3,344,676 and FY 2026-27 is $3,445,016.

Ridership and Program in Review
Currently, the On-Demand Rideshare Program operates on Mondays to Fridays 6 AM – 11AM, Saturdays 9 AM – 11 PM, and Sundays 8 AM – 8 PM. Regular fares are $3.50 per ride and discounted fares for eligible seniors and persons with disabilities are $1.75 per ride. ViaPass, a discounted weekly frequent rider program offers riders up to four rides a day, every day of the week for $15. Table 1 below compares ridership since inception of the service and current ridership for FY 2023-24.

Table 1: Ridership Data and Comparison
May 2018 – March 2024
(from inception to current)
July 2023 – March 2024
(from beginning of FY to current)
Completed Rides 824,290 142,940
Average Weekly Rides 2,693 3,648
Average Weekday Daily Rides 443 593
Average Weekend Daily Rides 274 340
Active Riders
(unique accounts who completed a
ride)
15,613 3,967
Met Demand
(number of requests met with a
proposal/total ride requests)
98% 97.1%
Completed Rides
(completed rides/total ride requests)

78.1% 75%
Average Estimated Pick-Up Time of
Arrival

12.8 minutes 14.6 minutes
Deviation between Estimated Time of
Arrival and Actual Pick-Up Time
1 minute 1.3 minutes
Percent of Rides within 5 Minutes of
Scheduled Pick-Up Time

86.4% 87.1%
Average Pick-Up Walking Distance 97.7 feet 100 feet
Average Trip Length 3.3 miles 3.4 miles
Average Trip Duration 10.4 minutes 11 minutes
The goals of the On-Demand Rideshare Program are:
• 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 Based on ridership data, 59 percent of rides currently start or end in disadvantaged communities as defined by Senate Bill 535. Disadvantaged communities are census tracts with the top 25 percent CalEnviroScreen 4.0 score and other vulnerable areas as reported by California Environmental Protection Agency. These census tracts are generally located north of the Deep Water Ship Channel.

In April 2019, the UC Berkeley Transportation Sustainability Research Center (TSRC) conducted an evaluation for the City’s On-Demand Rideshare System Rideshare Program, summarized in “An Evaluation of Via Rideshare Service in West Sacramento: Analysis from Surveys and Expert Interviews.” Surveys were deployed to both users (respondents who signed up and used the service since its launch in May 2018) and non-users (users who signed up but did not use the service since its launch in May 2018) of the pilot service. Based on the surveys, users were more likely to: 1) identify as female (65 percent of riders); 2) come from a low-income household (10 percent of riders earn under $10,000, compared just 5 percent of the City population earning this amount); and 3) be seniors (28 percent of riders are 60+, compared to City’s 60+ population of 21 percent).

Based on the 2019 survey, 66 percent of users reported feeling safer, 40 percent of users estimated that their monthly transportation expenses decreased, 77 percent of users felt more satisfied with the City’s transportation 482 Workshop for On-Demand Rideshare Program
May 15, 2024

Page 4 ends

system, and 48 percent of users indicated that Via service had significantly improved their child’s mobility and accessibility.

City staff conducted a rider survey in February 2022 with some similar questions included in the UC Berkeley TSRC survey. The use of Via during this time may have been affected by COVID-19. The 2022 survey indicated that riders (respondents who completed a ride within the past 30-days) were more aligned with the City’s population regarding gender and household income, however fewer riders were seniors (10 percent of riders).

Based on the 2022 survey, 52 percent of riders reported feeling safer and 45 percent of riders felt more satisfied with the City’s transportation system. Forty-one percent of riders reported an increase in monthly transportation expenses. Given the cost of single rides has remained the same since the pilot launch and the City offering a more affordable frequent rider weekly pass option, it is unclear why 2022 survey respondents perceive an increase in monthly transportation expenses with Via. The 2022 survey did not ask riders about their child’s mobility and accessibility. The City has not conducted another rider survey with these similar questions since February 2022.

Using census data in Remix, a comprehensive transportation planning and scheduling software owned by Via, we can calculate that the current microtransit zone allows West Sacramento to serve 48 percent more senior riders with the current service zone as compared to the transit system before Via. Using Remix, we also estimate that riders in the northern part of West Sacramento previously could only access ~245 jobs within 30 minutes by walking and transit. With microtransit and fixed route, these riders now have access to 32,000+ jobs within 30 minutes.

Microtransit also creates jobs directly – drivers for the service are independent contractors who earn competitive hourly rates and are contracted with Via (Nomad Transit). Sixty percent of the City’s On-Demand Rideshare Program drivers live in West Sacramento.

Via estimates that there are VMT reductions with this service in place - assuming 20 percent of riders would have used a private vehicle without Via, 10,000 vehicle miles traveled and 3 tons of CO2 are reduced annually.

However, of approximately 3.3 million miles traveled by all vehicles on the Via service since inception, 1.5 million miles traveled did not have riders on board. These miles traveled without a rider on board is comprised of vehicles traveling between riders or drivers beginning/ending shifts.

Contract Negotiations and Budget Scenarios
During the negotiation process, City staff shared updated funding and budget constraints regarding the 2024-25 preliminary TDA allocation released in March 2024 (Attachment 3). YoloTD provided member agencies with their draft budget on April 30th. West Sacramento’s share of TDA expenditures for YoloTD’s draft FY2024-25 budget ($408,716 for administrative costs and $2,464,895 for transit services for total expenditure of $2,873,618 for City of West Sacramento) has been incorporated into the budget scenarios below. Additionally, the results of the Rider Questionnaire were shared to assist the team with identifying tolerable changes to the program given budget constraints (Attachment 4). With this information, City staff is presenting three (3) budget alternatives for the On-Demand Rideshare Program and how the funding need increases between FY 2024-25 and future years.

Due to the funding constraints using TDA alone to support the On-Demand Rideshare Program, staff is seeking City Council input on the program budget to finalize contract negotiations. Staff will return to City Council to seek approval of a proposed contract in line with direction on the funding scenario selected.

Under the following scenarios, please note:
 For FY 2024-25, City staff estimates $300,000 of contract rollover from the FY 2023-24 contract budget.

This is due to City Council allocating for the full budget amount to have sufficient funding for the FY 2023- 24 service regardless of FY 2023-24 fare revenue reinvestment. Nomad estimated approximately $363,000 in fare revenue for FY 2023-24 based on the proposed service and ridership. Prior to FY 2023- 24, the City reinvested fare revenue at the end of a fiscal year to the next year’s contract. Due to June 30, 2024 as the end of the allowable contract term, FY 2023-24 fare revenues were reinvested on a monthly basis and any remaining fare revenues at the end of the contracted term would be returned to the City to be reinvested into the program. As such, all three scenarios show the estimated $300,000 FY 2023-24 contract rollover for FY 2024-25, but there is no expected rollover in future years.  Fare revenue assumes flat ridership to provide a more conservative estimate. Fare revenues are shown based on scenario and can be reinvested into the service to reduce City’s contribution or considered for the next year of service.
 In addition to the contracted services, City staff time and resources is needed to support the service.

Estimated cost of staff time is shown based on scenario. 483
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 5 ends

 Table 2 presents the estimated TDA balance available for local use with preliminary FY 2024-25 TDA allocations. City staff assumed estimated YoloTD expenses based on their draft FY 2024-25 budget and initial conversations with YoloTD. STA funding is first allocated to YoloTD expenditures and the remaining needs then come from LTF. YoloTD is still finalizing their budget and the five-year operating budget outlook which includes the projected funding gap. With YoloTD draft FY24-25 budget postponing service expansions and the use of remaining one-time funds (Coronavirus Aid, Relief, and Economic Security Act; American Rescue Plan Act; and American Rescue Plan Act) and new funding through Senate Bill 125, there is no projected funding gap in FY2024-25. City staff is awaiting more information on the projected funding gap for FY 2025-26 and beyond. The City assumes that YoloTD will identify other funding sources to close their funding gap and will not need request additional LTF to support their expenditures. If YoloTD is unable to secure other funding and YoloTD may request to increase the City’s share of LTF for transit uses, which, if approved, would result in the City having less LTF available.

Table 2 Preliminary TDA Allocations and Estimated TDA Balance for FY24-25 Carry Over from
Previous Years
Preliminary FY
2024/2025
TDA Allocation
Preliminary FY
2024/2025 Total
Available
Estimated FY
2024/2025
TDA Claim
Expenses
(SACOG, YoloTD,
and bus shelter)
Estimated FY
2024/2025
Remaining
Balance
LTF $1,044,273.92 $3,518,677.00 $4,562,950.92 ($2,366,203.00) $2,196,747.92 STA $0 $647,975.00 $647,975.00 ($647,975.00) $0
TDA
Totals $1,044,273.92 $4,166,652.00 $5,210,925.92 ($3,014,178.00) $2,196,747.92 Annual TDA allocations and expenditures from FY 2018-19 to FY 2024-25 is provided in Attachment 5.

Nomad provided insight on options to meet potential budget reductions. These actions can be taken individually or in combination to achieve the reduced operations scenario, but they are described here individually to provide context of how each would affect the service.
• Activating Required Transit Mode Choice: Recent updates to the Via app allows the program to complement other transit services. Currently, the Via app shows Yolobus as an alternative transit option and allows the rider to select Yolobus if they so wish. If the transit mode choice is activated, the Via app will redirect riders to Yolobus if it is a more efficient option. Via estimates that this may redirect 5 percent of riders and therefore reduce demand on the City’s service. • Reduce Vehicle Hours: Vehicle hours can be reduced to meet any budget. For example, vehicle hours can be reduced to 44,000 vehicle hours for an annual budget of approximately $2.5 million, without any changes to the program’s hours of operations, service area, or fares. However, applying fewer vehicle hours given the existing demand would mean that wait time will increase and there will be more seat unavailability.
• Cut Low Demand Hours of Operation: Cutting hours of operation during times of lower demand will reduce vehicle hours and therefore reduce program cost. This would help maintain service metrics during the operating hours but will require cutting early morning or late evening service. • Fare Modifications: Increasing single and/or ViaPass fares, dissolving the ViaPass program, or moving to a dynamic fare model can adjust fare revenues and demand. Increasing fares may not necessarily result in increased fare revenues as potential riders may opt for another mode choice, however this may help manage demand and therefore reduce vehicle hours. Moving to a dynamic fare model can help the City further manage high-cost trips. • Reduce Service Area: Particular areas of the City can be removed from the On-Demand Rideshare Program. There are some areas of the City which are high-cost trips due to the distance traveled and lack of ridesharing to these areas. With a reduced service area, the City can remove high-cost ride areas and better maintain service metrics based on existing demand.

When the program was developed, City Council and staff coordinated on service metrics such as 90 percent of riders picked up under 15 minutes, 21-minute maximum wait time, 500 feet maximum distance pick-up. Adjusting the service may mean that these service metrics can no longer be met. It is important to note that some changes to these parameters may result in ridership reduction and/or loss of fare revenue. The below funding scenarios are presented to City Council for direction on the budget for the On-Demand Rideshare Program. 484
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 6 ends

Scenario 1: Constrained Operations – TDA Funding Only
Under Scenario 1, the City would only support the On-Demand Rideshare Program with available TDA funds. As discussed earlier, the City had LTF prior year balances available to fund the On-Demand Rideshare Program.

City staff estimates $2,196,747.92 of LTF is available after distributing funding to SACOG, YoloTD, and bus shelter maintenance for FY 2024-25 expenses.

Available LTF
LTF Prior Year Balance $1,044,273.92
FY 24-25 LTF Preliminary Allocation $3,518,677.00
Total LTF $4,562,950.92
LTF Estimated Expenses
SACOG Planning Fee $105,560.00
YoloTD - Admin, Fixed Route, Paratransit $2,225,643.00
Bus Shelter Maintenance $35,000.00
Total Expenses $2,366,203
LTF Remaining $2,196,747.92
For FY 2024-25, City staff also estimates FY 2023-24 contract rollover of approximately $300,000. With TDA and contract rollover, total available funds for FY 2024-25 for the On-Demand Rideshare Program is $2,496,748.

Though the City estimates $55,000 of staff time and resources to manage the current service, under a constrained scenario, City staff time and resources will likely be reduced. As such, under Scenario 1, the proposed budget for staff time and resources is significantly reduced.

Table 3: Estimated Funding by TDA Funding Only
FY 2024-25 FY 2025-26 FY 2026-27
Estimated Available LTF $2,196,748 $1,150,000 $1,150,000 Estimated Contract Rollover $300,000 $0 $0
Proposed Budget for
Contracted Services (available
TDA funding only)
$2,441,748 $1,120,000 $1,120,000
Proposed Budget for Staff
Time and Resources $55,000 $30,000 $30,000
Estimated Fare Revenue
Available for Reinvestment $280,000 $110,000 $110,000
Under the constrained scenario, the On-Demand Rideshare Program operation is starkly different than the current service. For example, if looking at vehicle hours alone, the City would only have capacity to fund approximately 42,000 annual vehicle hours in FY 2024-25 and approximately 17,000 annual vehicle hours in FY 2025-26 and FY 2026-27. Due to the reduced vehicle hours, this may mean fewer hours of operations, increased wait times, or increased seat unavailability. With a service only funding 17,000 vehicle hours, Via estimates that unmet demand will increase to 40 percent and average estimated time of arrivals would increase to 30 minutes.

There will be significantly lower fare revenue collected to reinvest into the program as significantly less riders can be served – particularly in FY2025-26 and beyond. Fares may be increased, but adjusting fares may not result in more revenue to reinvest as some riders may seek other means of transportation. 485
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 7 ends

City Council may provide input on program and fare modifications but should City Council direct staff to pursue Scenario 1, staff will return to City Council with proposed program adjustments during the request for contract award.

Scenario 2: Full Operations - TDA + City Additional Funding to Fully Close Funding Gap Under Scenario 2, City staff proposes a scenario where the On-Demand Rideshare Program will continue to operate as is. Additional City funds will need to be identified and allocated to continue to operate the On-Demand Rideshare Program at Nomad’s proposed budget of $3,247,258, not including reinvesting fare revenue, based on 57,200 vehicle hours at a fee of $56.20 per vehicle hour plus regulatory fees. In addition to the contracted services, City staff time and resources is estimated at $55,000 annually to support the service. As such, to fund full operations, the program would cost $3,302,258 so that the program can continue to operate as is. City funding needed to support full operations is shown in Table 1 below.

Table 4: Estimated Funding Gap for Full Operations
FY 2024-25 FY 2025-26 FY 2026-27
Estimated Available LTF $2,196,748 $1,150,000 $1,150,000 Estimated Contract Rollover $300,000 $0 $0
Proposed Budget for
Contracted Services $3,247,258 $3,344,676 $3,445,016
Proposed Budget for Staff
Time and Resources $55,000 $55,000 $55,000
Additional City Funds Needed ($805,510) ($2,249,676) ($2,350,016) Estimated Fare Revenue
Available for Reinvestment $383,000 $383,000 $383,000
Additional City Funds Needed
with Fare Revenue Reinvested ($422,510) ($1,866,676) ($1,967,016) For FY 2024-25, in addition to the $2,496,748 estimated TDA and contract rollover, the City would need to identify and allocate $805,510 to close the funding gap for full operations. This is comprised of $750,510, without consideration of fare revenue reinvestment, for the contracted services and $55,000 for staff time and resources.

For FY 2025-26 and beyond, under similar LTF allocations and expenditures to SACOG, YoloTD, and bus shelter maintenance, City staff estimates $1,150,000 remaining LTF annually available for the OnDemand Rideshare Program. With the projected three percent annual increase to the Via budget in line with CPI, the City would need to identify and allocate approximately $2,249,676 in FY 25-26 and $2,350,016 in FY 26-27, without consideration of fare revenue reinvestment, for the contracted services and staff time and resources to fully close the funding gap.

Under the full operations scenario, the On-Demand Rideshare Program can continue to operate as is unless the City Council directs any changes. Nomad estimates that unmet demand will remain at 5 percent and average estimated time of arrival at 15 minutes.

If the program continues to operate under existing service parameters and fares, Nomad estimates approximately $383,000 in fare revenues will be collected annually. The fare revenue can be reinvested, reducing the amount the City needs to fund the program. Even under this scenario, the City Council can direct changes to the program service, operations, and fares, but additional analysis will be needed to estimate how the changes may impact program budget and fare revenue.

Scenario 3: Reduced Operations – Service Changes + TDA + City Additional Funding to Close Funding Gap
Under Scenario 3, City staff proposes a scenario where the On-Demand Rideshare Program is set to operate at a reduced level at a set maximum budget. The example shown in this scenario assumes the program operates at approximately 75 percent of the driver hours and budget of the current program, or approximately a $2.5 million budget. This will 1) reduce the contract budget, thereby reducing the funding that the City will need to identify and allocate to the program, and 2) require modifying service parameters and/or fare options based on the current demand of the program. A 25 percent reduction is illustrated to show the funding gap and provide some budget considerations, but City Council may direct a different level of reduction such as 50 percent.
486
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 8 ends

Table 5: Estimated Funding Gap for Reduced Operations
FY 2024-25 FY 2025-26 FY 2026-27
Estimated Available LTF $2,196,748 $1,150,000 $1,150,000 Estimated Contract Rollover $300,000 $0 $0
Proposed Budget for
Contracted Services (75
percent of current program)
$2,500,000 $2,500,000 $2,500,000
Proposed Budget for Staff
Time and Resources $55,000 $55,000 $55,000
Additional City Funds Needed ($58,252.08) ($1,405,000.00) ($1,405,000.00) Estimated Fare Revenue
Available for Reinvestment $294,000 $294,000 $294,000
Additional City Funds Needed
with Fare Revenue Reinvested - ($1,111,000) ($1,111,000) For FY 2024-25, the City will have approximately $2,496,748 available for the On-Demand Rideshare Program. Table 5 shows a scenario where the On-Demand Rideshare Program is set to an annual $2,500,000 budget. For FY 2024-25, the City would be able to fund a $2,500,000 On-Demand Rideshare Program contract if fare revenue is reinvested into the program.

For FY 2025-26 and beyond, under similar LTF allocations and expenditures to SACOG, YoloTD, and bus shelter maintenance, City staff estimates receiving $1,150,000 in LTF annually for the On-Demand Rideshare Program. The City would need to identify and allocate approximately $1,405,000 annually for FY 2025-26 and beyond, without consideration of fare revenue reinvestment, for the contracted services and staff time and resources to close the funding gap.

Under the reduced operations scenario, there will need to be service parameter and/or fare modifications to operate the On-Demand Rideshare Program based on current demand. For example, if looking at vehicle hours alone, the City would only have capacity to fund approximately 44,000 vehicle hours under a $2.5 million annual budget. It is important to note that under this scenario, the contracted services are based on a vehicle hour fee. If the vehicle hour fee increases, the vehicle hours may need to be reduced or other service changes will need to be made with a set budget of $2.5 million.

Nomad estimates approximately $294,000 in fare revenues will be collected annually with 44,000 vehicle hours. The fare revenue can be reinvested, reducing the amount the City needs to fund the program. City Council may provide input on program and fare modifications but should City Council direct staff to pursue Scenario 3, staff will return to City Council with proposed program adjustments during the request for contract award.

Oakland A’s Temporary Relocation to Sutter Health Park
In early April 2024, the Oakland Athletics (Oakland A’s) announced a temporary relocation to West Sacramento for three seasons starting in 2025, while they transition from the Bay Area to Las Vegas.

The proposed budget and scenarios for the On-Demand Rideshare Program do not consider potential ridership impacts with the Oakland A’s temporary relocation. Via and City staff can provide estimates and scenarios following direction of City Council on the budget workshop during the June City Council consideration of contract award.

City Funds Options for On-Demand Rideshare Program
Should City Council direct staff to pursue Scenario 2 or Scenario 3, staff will return with a resolution requesting funding allocation with the request for City Council to approve the On-Demand Rideshare Program budget with consideration of the contract award.

Bridge District one-time funding of $3.2 million was identified that could be used to partially fund the gap if the Council provides direction to maintain existing service levels. After reinvestment of fare revenues, estimated gap funding of $4.25 million would be needed to subsidize LTF funding for the initial three-year term of the contract.

The Bridge District funding was set aside several years ago as a reserve in the case HCD found the City to be in breach of the Prop 1 grant agreement requirements. The grant agreement expires in August and the City is near complete in meeting the requirements of the grant, which would allow for the funding to be released and used for this purpose. The City has an ongoing Prop 1 requirement to provide a high-quality transit stop within a quarter mile of TBD residents, and the City believes Via satisfies this requirement, making this contract an appropriate and eligible use of the Bridge District funding. Another funding source will need to be identified for 487 Workshop for On-Demand Rideshare Program
May 15, 2024

Page 9 ends

the remaining gap of approximately $1.05 million for the 3rd year of the contract, and for a significant portion annually for contract extensions beyond FY 2026-27. It should be noted that the City will receive funds from planned developments in Southport toward ongoing transit O&M costs, and other potential options are being explored to identify a long-term ongoing funding source for the City’s transit related services.

Yolo Solano Air Quality Management District (YSAQMD) Clean Air Funds Program On March 20, 2024, the City Council approved a Memorandum of Understanding (MOU) with the Sacramento Regional Transit District (SacRT) and YoloTD allowing West Sacramento On-Demand rideshare service to pilot an expansion within SacRT’s service boundaries. On April 8, 2024, the SacRT Board approved the MOU as well.

The MOU was signed on May 1, 2024 (Attachment 6). As such, on April 19, 2024, the City submitted an application to YSAQMD Clean Air Funds (CAF) Program for $35,000 to support a Downtown Sacramento OnDemand Rideshare Pilot. YSAQMD anticipates that CAF Program applicants will be notified of award status in May. As such, staff will return to City Council with an update and request direction dependent on this award and the City Council direction on the budget of the On-Demand Rideshare Program.

Environmental Considerations
This action is not a project that is subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines §§ 15060(c), 15378(a).)
The On-Demand Rideshare Program is exempt from CEQA as it can be seen with certainty that there is no possibility the activity in question may have a significant effect on the environment. (State CEQA Guidelines Section 15061 (b)(3)). The fundamental definition of a "significant effect" under CEQA is "a substantial adverse change in physical conditions". Per this definition, the operation shared-ride vehicles utilizing existing infrastructure with the intent of encouraging pooling and reducing traffic impacts by shifting community members out of higher vehicle miles traveled generating modes (i.e. single occupancy driving or ride hailing) does not constitute a significant impact.

Moreover, the project is within the scope of the EIR prepared for the General Plan 2035, and no new or substantially more adverse impacts would occur through implementation of the proposed project. The project directly implements multiple General Plan Mobility Element Policies aimed at providing a multi-modal transportation system that supports various modes and benefits community and environmental health. As a result, no new environmental document is required, consistent with State CEQA Guidelines Section 15162 and 15168(c)(2).

Commission Recommendation
Staff shared results of the Rider Questionnaire and discussed potential changes to the On-Demand Rideshare Program during the May 6, 2024 TMI Commission meeting. The TMI Commissioners were asked to provide feedback on service parameter changes and strategies should City Council direct staff to pursue reduced service. The TMI Commission provided the following feedback for City Council consideration:
 There is overall hesitation to activate required transit mode choice. The Commission is supportive of the current structure where the application integrates public transit as an option, however the Commission believes that the On-Demand Rideshare Program is intended to provide people with choices and requiring riders to take transit rather than the City’s rideshare service is counter to that purpose.

Furthermore, the Commission is concerned about the impacts to the program if riders are required to take transit.
 There is mixed support for cutting low-demand operating hours. Some Commissioners reference other services that operate fewer hours (Arlington, TX and Cupertino, CA) and the questionnaire support for reducing hours of operations. However, some Commissioners noted that the questionnaire respondents may have selected reducing low-demand service hours as a more acceptable action because it is less likely to affect them. In relation to the Oakland A’s temporary relocation to West Sacramento, the Commissioners suggested that if low-demand operating hours were eliminated, there could be extended hours of service for large events. However, the Commissioners note that offering early morning, late night, and weekend service is valuable for late-shift workers and other transit-dependent persons.  There is overall support for considering fare modifications and the Commissioners provided considerable feedback on potential fare increases for:
o Downtown Sacramento pilot (if launched) – The MOU allows for the City to expand rideshare into Downtown Sacramento at select locations as a pilot to analyze the demand and the impacts on transit service. The Commissioners noted that the cost on private ride hailing apps from West Sacramento to Sacramento is approximately $20 and the Commissioners believe that single fares to/from Downtown Sacramento can be set at a higher rate than the current 488
Workshop for On-Demand Rideshare Program
May 15, 2024

Page 10 ends

fare of $3.50. With upcoming return to office for state workers, the City’s On-Demand option may provide a more convenient option that riders are willing to pay more for. o Oakland A’s games at Sutter Health Park – In line with the Downtown Sacramento pilot, there may be demand for Oakland A’s games at Sutter Health Park and the possibility to increase fares for these rides.
o Low-demand hours – Rather than cutting hours of operations where demand is low, some Commissioners suggest increasing fares during these hours. o Locations with high-cost rides – Some rides are high-cost to the City because they are areas of the City where rides are difficult to share due to its location and lack of other demand.

Rather than reducing the service area, some Commissioners suggest increasing fares for high-cost rides.

The Commissioners posed the following question for City Council consideration: Who do we want to serve? Strategic Plan Integration
The On-Demand Rideshare Program continues to advance the 2023 Strategic Plan principle of Mobility & Connectivity – “Provide convenient and sustainable choices for people to get where they are going.” This workshop on the budget furthers the City’s mission includes a City government that is financially sound and provides quality services to its residents and visitors.

Alternatives
The Council’s primary alternatives to staff’s recommendations are:
1) Receive staff’s presentation and provide feedback and direction for 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 finalizing contract negotiations with Nomad Transit LLC 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 with review and support from Finance and City Manager’s Office.

Budget/Cost Impact
As this is a workshop, there are no budget impacts at this time. Staff will return by June with a consideration of approval of contract award of the On-Demand Rideshare Program RFP for Council consideration based on the feedback and direction of the program provided by Council at this workshop.

ATTACHMENTS
1) On-Demand Rideshare Program Request For Proposals Follow-Up Questions – Nomad Transit 2) Via Rideshare Driver Survey Summary Results
3) March 2024 Preliminary Transportation Development Act Funds Allocation 4) Future of West Sacramento On-Demand Rideshare Program Rider Questionnaire Summary Results 5) Annual Transportation Development Act Allocation and Expenditures 6) Memorandum of Understanding for On-Demand Rideshare Transit Service Among the City of West Sacramento, Sacramento Regional Transit District, and Yolo County Transportation District 489
On-Demand Rideshare Program RFP Follow-Up Questions – NoMad Transit

1. Some riders receive a “Due to high demand, no vehicle available” message and reach out to the City when they are frustrated following attempts to book a ride after multiple times. Some riders have communicated to City staff that they receive this response for “hours” and have been left stranded.

During the interview, Via stated they perceive this service to be like a “public transit service,” however, in public transit a rider will likely be able to take the next vehicle. Other vendors have described solutions in their service that either remedy or avoid this situation entirely.

What solutions does Via propose to avoid/remedy this issue and how will Via handle this situation in the future if encountered again?
All public transit systems operate with limited funding and are faced with difficult choices regarding when and where to limit their service. In traditional fixed-route services, these limits manifest as bus or train stops that are too far away, trips for which there is no viable route or that require too many transfers, or headways that are too long. As a result of these limitations, in most cities a large number of residents are effectively denied the opportunity to utilize the transit system.

Microtransit, by contrast, with its dense grid of virtual bus stops and low headways, greatly expands access to transit. When microtransit is deployed throughout a city, as it is in West Sacramento, it enables all residents to travel anywhere in the city. Compared to fixed-route, microtransit services provide more convenient access to transit to a greater number of residents, but like all public transit systems, they also have their limits:
during times of peak demand, microtransit services may not be able to serve all requests.

While microtransit services may not be able to meet 100% of demand at all times, it is important to note that the number of riders who encounter this limitation is significantly lower than the number of residents who were previously unable to access public transit altogether. In West Sacramento, prior to the introduction of Via West Sacramento, only 54% of the population had access to public transit within a quarter of a mile walk (the gray circles on the map to the right). Today, 100% of the city’s residents are served by public transit within 500 feet (one tenth of a mile) of their requested location (the blue boundary on the map to the right).

West Sacramento’s current unmet demand rate of 3% is among the lowest of all microtransit services in the country. Based on our experience powering hundreds of microtransit systems
throughout the world, we know that achieving such a low percentage of trip requests that cannot be fulfilled requires superior technology to optimize routing and the real-time matching between riders and vehicles. For example, Via recently took over a microtransit service in Canada that was previously powered by a competitor’s software and had experienced a very Attachment 1
490
high rate of unmet demand: 64%. The agency was able to reduce unmet demand to <7% within two weeks of transitioning to Via’s software.

While Via West Sacramento currently provides a highly reliable service, both in absolute terms and relative to other microtransit services, we understand the frustration expressed by some riders who are unable to secure a ride when they need it. To help avoid/remedy this issue, we would propose the following solutions:
● Multimodal journey planning: Via’s new app, which will be deployed in West Sacramento in the coming months, will show riders all available fixed route options that match their trip request, as well as intermodal trips (multi-leg trips connecting riders to / from the fixed route system through shorter microtransit trips). Adding this capability to the app will significantly expand the number of travel options available to riders and reduce the likelihood that they receive a “no vehicle available” message. ● Allowing riders to book rides in advance: Via can configure its app to enable advance booking, thus guaranteeing the trip for riders who choose to utilize this option. The prebooking parameters, for example how far in the future rides can be booked, are fully configurable in the Via system.
● Automatic retries: In the event of a ride request that cannot be fulfilled, the rider can direct the system to automatically retry the booking every few minutes, and alert the rider when a seat has been reserved.
● Referral of the trip to Uber, Lyft, or a taxi: Via can offer a seamless integration with Uber or Lyft, and in some cases with a taxi service, for trip requests that cannot be served by the microtransit service.

We look forward to discussing the solutions above with the City. It is important to note that while these features can help address situations where the microtransit system cannot fulfill a ride request, advance booking, automatic retries, and referrals to ride-hailing or taxi services may increase overall per-trip cost for the City. We are committed to providing an analysis of the impact these options may have on rider experience and overall system efficiency, including running simulations for the City to help determine the best implementation and combination of features to best meet the City’s goals.

2. City staff has communicated that funding for this program is constrained. Under a corner-to-corner citywide service, costs continue to rise in order to maintain current service parameters (90% of riders picked up under 15 minutes, 21-minute maximum wait time, 500 feet maximum distance pick-up) established by City Council in March 2018. A recent rider questionnaire indicated riders were receptive to changes to the service.

Via has 6 years of on-demand rideshare data with the City and in numerous other markets.

Based on that experience (particularly in other markets) what changes to the City’s On-Demand Rideshare Program does Via recommend that could result in positive fiscal, service, and environmental benefits over our current parameter? If no changes are recommended, why not?
491
We’re proud of our partnership with the City of West Sacramento over the past 6 years, during which we grew Via West Sacramento into one of the country’s most successful microtransit programs. Over the course of the service, we have continuously leveraged data to refine our algorithms and operational practices in order to optimize service efficiency within the City’s budgetary goals. For example, in 2023 ridership grew 11% from 2022, and yet we were able to reduce annual vehicle hours by 5%, serving more riders at a lower cost and improving utilization from an average of 3.5 rides per vehicle hour to 4.1 rides per vehicle hour. These efficiencies were achieved through optimization logic in our routing and rider-vehicle matching algorithms, coupled with meticulous driver supply planning, which allowed us to reduce driver hours in tandem with the increase in efficiency.

With regards to service design: Based on our prior understanding of the City’s goals - providing citywide coverage during all hours to maximize the number of riders served, with best-in-class quality of service parameters - we believe that the current service design is best-suited to deliver this program. However, we understand that the City’s budget is constrained and that the City may have flexibility in terms of adjustments to quality of service. We are fully prepared to support the City’s current and future needs, leveraging our extensive data from the past 6 years of operating Via West Sacramento, our expert transit planning team, and the high level of flexibility provided by the Via platform. We have a great deal of experience helping other cities and transit agencies adapt their services under similar circumstances. For example, after a tax measure failed to pass in Sacramento, SacRT needed to dramatically cut budgets across the board. The Via team proposed a number of service design alternatives that ranged from 20% cuts to 60%+ cuts in budget to their SmaRT Ride microtransit program. Ultimately, the agency selected an option that allowed them to cut 15-20% of their budget by making small adjustments to the boundaries of their downtown zone.

Via’s in-house transit planning team has begun this analysis for West Sacramento and identified a number of potential initiatives we can further explore with the City that would enable us to reduce operational costs. For example, our analysis of the zone based on our operating experience and data shows that the southeast corner of the zone (highlighted in green on the map to the right) has lower demand and we could consider adjusting the zone to remove some or all of this area.

The Via transit planning team also ran an analysis of trip origin/destination pairing to explore the potential impact of introducing mode preference logic in the City. (Mode preference logic enables the Via system to direct certain trip requests, which are well-served by existing fixed route service, to the fixed route and avoid showing a
microtransit option for those trips.) Data indicates that an estimated 20% of current microtransit trips in the
morning and evening peak period are strong candidates
to be directed to the existing fixed-route lines. The
exact percentage of trips referred to the fixed route can be agreed upon with the City by determining the
precise parameters (walking distance, pickup wait time, etc.) by which we offer riders exclusively a fixed route 492
option or a choice between fixed route and microtransit.

Should the City be interested in reducing the operating budget of the service, we would propose as a next step an in-depth workshop with our expert transit planning team, who can work with the City to design service modifications that help meet these goals.

3. The Request for Proposal discussed local interest in expanding service into Downtown Sacramento. City is coordinating with Yolo County Transportation District and Sacramento Regional Transit District to execute a memorandum of understanding so that the City can pilot expanding the on-demand rideshare program into Downtown Sacramento.

With regard to managing costs and maintaining City Council’s service parameters (90% of riders picked up under 15 minutes, 21-minute maximum wait time, 500 feet maximum distance pick-up), what impact does Via anticipate resulting from this service expansion? Does Via have any recommendations for this proposed service expansion and/or parameters and why?
Via recognizes that expansion of the on-demand rideshare program into Downtown Sacramento has the potential to increase demand for Via West Sacramento and thereby impact service parameters for existing riders or increase cost for the City. Our transit planning team has been running detailed simulations to design a pilot program that we are confident will enable the City to manage costs while maintaining its outstanding service parameters.

First, we recommend launching the pilot in a small and highly controlled manner to accurately assess demand. This approach will allow us to gather data and gain valuable insights into ridership patterns without exceeding the current budget constraints of the service.

Second, we have experience operating other services with similar regional connectivity elements. For these services, we have been able to configure parameters such as walking distance and wait times specifically for cross-zone trips to encourage high rider aggregation and reduce cost. We would propose to take a similar approach to serving trips to/from Downtown Sacramento.

Lastly, by facilitating regional connectivity, this initiative will enable West Sacramento and Via to apply for state and federal grants that fund regional projects, such as California’s Transit and Intercity Rail Capital Program (TIRCP) and the Federal Highway Administration’s Congestion Relief Program. These sources of funding have the potential to allow the program to scale over time, should demand for the cross-town service prove to be high.

4. Though Via has added data to the City’s data dashboard (National Transit Database data, travel distance summary, etc.), it seems a few features previously available on Via’s dashboard has been removed over time (i.e. heat maps of pick-up/drop-off locations) which has reduced functionality and ease of communicating data to local leadership. Via staff shares high-level supply planning information with the City, however this data is not easily accessible to staff on the data dashboard, requiring city staff to ask Via to pull data or create reports for us. In the past, City was sometimes told this could take upwards of 3 weeks.

What upcoming improvements will Via be making to the data dashboard to address these issues, and when will they be available? In discussions with other vendors, there are potentially other data sets and attractive features on the market that would be helpful to city 493
staff. What other databases are available in other markets that are currently not available to West Sacramento city staff? Does access to these databases require additional cost to the City? The City has recently received access to Remix reporting through its agreement with SACOG, which enables a broad suite of reporting and visualization features, such as heat maps of pickup and drop off locations across both the City’s microtransit and fixed route transit services. Remix also includes thousands of data sets that can be used to easily visualize the impact of the City’s services across metrics such as poverty, access to jobs, car-free households, and more.

The Data Hub is a new self-serve reporting tool in the Via Operations Center (VOC) that will enable the City to independently create, publish, and edit custom reports and dashboards. West Sacramento has recently received the Data Hub as part of the standard rollout of this enhanced reporting functionality to all our partners. The City can also use the Data Hub to automatically refresh and share regular reports and create custom reporting distribution lists.

We believe the combination of Remix reporting and the Data Hub provides extensive and best in class data visualization, analysis, and reporting capabilities that are unrivaled in the industry.

There is no additional cost to the City to access these databases or analytics tools. 494

5. Existing riders and City Council members have indicated that they value safety as a high priority of the program. Though infrequent, City staff sometimes receive safety concerns from riders that escalate to investigations. Many of these investigations result in “driver said” vs “rider said” findings.

We heard from other vendors that technological solutions are in place to avoid such issues.

What enhancements does Via propose to put in place to improve driver and rider safety? Via’s operational success is driven by our powerful technology and we have been continuously innovating over the last decade to develop a technology-enabled safety and compliance program that exceeds FTA targets.

Via works with a network of vendors to introduce AI-powered safety dashcams with front and interior-facing cameras to our microtransit fleets. We are in the process of deploying this in-vehicle telematics technology across all of our services, and plan to do so in Via West Sacramento by this summer.

The dashams we propose to deploy provide enhanced data-driven driver and vehicle monitoring such as:
● Audio recording capabilities, which will directly address the City’s concern regarding our ability to investigate future rider complaints
● Camera footage and data in the event there is a driver or rider safety incident investigation
● Camera footage and data in the event of a collision
● Real-time driver alerts to minimize unsafe driving behaviors ● Real-time driver alerts to warn of risk of collision
495

6. The Service Planning Fee of $55,000 is waived in the new contract. During the interview, Via indicated that this fee was intended to be a one-time fee. If that is the case, why was the City charged this fee for Years 2 through 5?
In our previous contract, the Service Planning Fee was charged annually. In the new contract, as stated in the interview, we intended for the Service Planning Fee of $55,000 to apply as a one-time fee in the first year only. This represented a change in model from our previous contract. However, to demonstrate our commitment to the City and desire to assist the City in addressing its budget constraints, we waived this fee altogether under the proposed new contract model.

7. City has received complaints from some riders concerned that demand from the high school during peak AM/PM pick-up hours impacts the overall service. Staff have passed along these comments to the Via team.

How has Via taken these types of complaints into consideration regarding supply planning? Does Via alter its operations to address recurring, temporary issues such as community events or Sacramento River Cats games at Sutter Health Park? What operational solutions could alleviate these types of impacts, if they exist?
One of the advantages of Via’s flexible operating model is the ability to rapidly adjust driver and vehicle supply to match passenger demand in a granular way. For example, we plan different driver shift schedules for each day of the week to correspond to specific demand patterns typically observed on each day. We are also able to adjust our supply plan in order to accommodate recurring, temporary issues such as community or sports events.

For example, we recently added driver hours to our baseline supply plan for YCCA Community Giveaway Day in order to provide extended service hours to support the event. Our supply planning team met with representatives from YCCA in order to determine the required additional supply and adjusted the driver shift plan accordingly.

We have in the past worked together closely with the high school’s administration to ensure the safety of our pickup and dropoff locations in the vicinity of the high school. We have also collaborated with the West Sacramento School District to provide vouchers for students who are currently homeless. With regards to demand from the high school during peak AM/PM pick-up hours, we are in the process of evaluating this issue to assess the impact it has on service quality and are committed to making any adjustments necessary to our supply plan.

8. Currently, riders must coordinate with City staff to verify discounted fare eligibility. This is time-consuming and, in cases where staff with access are not available, City administration staff are left turning people away. Is Via able to modify the App to provide a secure way for users to verify their age and disability status through the application? How is this handled in other markets?
We understand that verifying discounted fare eligibility creates a meaningful burden for City staff and we are looking forward to working with staff to identify an efficient solution. 496
One option that the City may wish to consider is, for those customers able to submit a digital copy of their eligibility documents, to have Via assume responsibility for verification of eligibility status through our existing customer support channels. Riders could email in a scanned copy of their documents and our team would verify, and if applicable adjust the rider’s status in the system. We would add any additional required staffing in order to manage the eligibility verification process without any impact to existing customer service wait times and at no additional cost to the City.

In a few of our markets, riders are permitted to self-select for eligibility-restricted service options by toggling on relevant options in the Rider App. Shown on the right is a screenshot from our app in our service in Seattle with King County Metro. The City may wish to consider this option as well.

9. In 2022, bicycle racks were added to the fleet (except on WAVs). Via staff confirmed that they would work towards adding a feature to allow riders to indicate that they have a bike and therefore be able to request a vehicle with a bike rack, however this feature is not yet available.

Via is in the process of rolling out a new feature to allow riders to request a vehicle with specialized equipment such as a bike or ski rack. One example is shown below in screenshots from our app in Summit County, UT. We have now completed successful beta testing of this feature with several partners and have begun to roll out the capability broadly to all of our partners. We will be able to provide this feature to the City with our renewal. 497

10. Via’s proposal highlights their multimodal integration feature that would allow a rider to book a ride from West Sacramento and “enter a desired destination in Sacramento, outside the on-demand service zone, and plan and pay for their entire end-to-end journey within one app.”
When the evaluation panel tested this feature, the application results in an “Out of Zone” message. When will this feature be available? Will this feature only be accessible on the application, or can riders who call in to book a ride receive directions to reach their destinations using public transportation from a customer service representative? The multimodal integration feature that we will enable for West Sacramento is not currently turned on, resulting in the “Out of Zone” message the evaluation panel received.

As part of our renewal, we will enable this feature for West Sacramento. It will be accessible in both the Rider App and through the customer service booking interface enabling booking agents to provide directions to reach their destinations via public transit for riders who call in to book a ride.

11. Via’s proposal indicates that Via can provide accident, vehicle road call, and breakdown information. We have heard from other vendors that have integrated systems that provide real time GPS tracking and detailed information on vehicle incidents. The Transportation Development Act triennial performance audit conducted by the Sacramento Area Council of Governments recommended that the City collect vehicle road call and breakdown information.

Currently, City staff receive a monthly report identifying accidents with some additional limited detail. Does Via provide vehicle road call and breakdown information in other markets? When could West Sacramento expect this level of detail? Via does provide vehicle road call information in other markets, particularly in markets where we are providing paratransit operations. If the City is interested, we are happy to provide this level of reporting for West Sacramento. Real time GPS tracking on incidents is captured by the telematics dashcam systems that we described in our response to question 5. As soon as an incident is detected, the camera will record and transmit full video footage from the 30 seconds prior to the accident and the full hour after the accident, which can also be made available to the City.
498
Via Rideshare Driver Survey Summary Results
1 / 20

85.29% 29

14.71% 5
Q1 Do you enjoy driving with Via?
Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
Attachment 2
499
Driver Survey for West Sacramento On-Demand
2 / 20

79.41% 27

20.59% 7
Q2 Do Via’s vans feel mechanically safe to drive?
Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
500
Driver Survey for West Sacramento On-Demand
3 / 20

64.71% 22

35.29% 12
Q3 Have you ever felt like a Via van was unsafe to drive? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
501
Driver Survey for West Sacramento On-Demand
4 / 20

88.24% 30

11.76% 4
Q4 Do you feel safe driving with Via passengers?
Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
502
Driver Survey for West Sacramento On-Demand
5 / 20

55.88% 19

44.12% 15
Q5 Has a Via passenger ever made you feel unsafe?
Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
503
Driver Survey for West Sacramento On-Demand
6 / 20

94.12% 32

5.88% 2
Q6 Do you feel comfortable driving with Via passengers? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
504
Driver Survey for West Sacramento On-Demand
7 / 20

64.71% 22

35.29% 12
Q7 Has a Via passenger ever made you feel uncomfortable? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
505
Driver Survey for West Sacramento On-Demand
8 / 20

55.88% 19

44.12% 15
Q8 Has the Via app ever directed you to drive unsafely? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
506
Driver Survey for West Sacramento On-Demand
9 / 20

5.88% 2

94.12% 32
Q9 Does Via’s app ever make you feel like you have to drive too fast? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
507
Driver Survey for West Sacramento On-Demand
10 / 20

73.53% 25

26.47% 9
Q10 Does Via’s app ever make you feel like you have to make an unsafe maneuver?
Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
508
Driver Survey for West Sacramento On-Demand
11 / 20

52.94% 18

47.06% 16
Q11 Are you satisfied with the training you received from Via staff? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
509
Driver Survey for West Sacramento On-Demand
12 / 20

55.88% 19

44.12% 15
Q12 Are you satisfied with the support you receive from Via staff? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
510
Driver Survey for West Sacramento On-Demand
13 / 20

43.75% 14

56.25% 18
Q13 Does Via’s pay compare well to other app-based driving work? Answered: 32 Skipped: 2
TOTAL 32
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
511
Driver Survey for West Sacramento On-Demand
14 / 20

33.33% 11

66.67% 22
Q14 Taking van rental fee into consideration, are you satisfied with Via’s pay?
Answered: 33 Skipped: 1
TOTAL 33
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
512
Driver Survey for West Sacramento On-Demand
15 / 20

61.76% 21

38.24% 13
Q15 Would you like to work more hours than Via makes available to you? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
513
Driver Survey for West Sacramento On-Demand
16 / 20

82.35% 28

17.65% 6
Q16 Are you satisfied with the flexibility of your scheduling? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
514
Driver Survey for West Sacramento On-Demand
17 / 20

55.88% 19

44.12% 15
Q17 Do you have enough time to clean vans at the end of a shift? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
515
Driver Survey for West Sacramento On-Demand
18 / 20

55.88% 19

44.12% 15
Q18 Do Via’s vans feel dirty to you?
Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
516
Driver Survey for West Sacramento On-Demand
19 / 20

55.88% 19

44.12% 15
Q19 Have you ever found a Via van to be too dirty for you? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
517
Driver Survey for West Sacramento On-Demand
20 / 20

85.29% 29

14.71% 5
Q20 Do you recommend Via to others as a good place to work? Answered: 34 Skipped: 0
TOTAL 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
518
Attachment A

POPULATION
AS A ALLOCATION 2/ ALLOCATION 2/ STA
JURISDICTION POPULATION 1/ % OF TOTAL PUC 99313 PUC 99314 Total

SACRAMENTO COUNTY
Unincorporated 598,519 30.31% $7,157,170 3/ $97,199 $7,254,369 Citrus Heights-SacRT 85,837 4.35% $1,026,450 4/ $1,026,450 Elk Grove-SacRT 177,005 8.96% $2,116,649 4/ $2,116,649
Folsom-SacRT 85,498 4.33% $1,022,397 4/ $1,022,397
Galt 25,557 1.29% $305,614 $305,614
Isleton 759 0.04% $9,076 $9,076
Rancho Cordova-SacRT 81,117 4.11% $970,008 4/ $970,008
Sacramento-SacRT 518,161 26.24% $6,196,239 4/ $6,196,239 Sacramento Regional Transit District NA NA NA $7,237,918 $7,237,918

YOLO COUNTY
Unincorporated 35,181 1.78% $420,699 $420,699
Davis 64,097 3.25% $766,481 $241,770 $1,008,251
West Sacramento 54,187 2.74% $647,975 $647,975
Winters 7,534 0.38% $90,093 $90,093
Woodland 59,881 3.03% $716,065 $716,065
Yolo County Transportation District NA NA NA $383,373 $383,373

SUTTER COUNTY
Unincorporated 19,959 1.01% $238,672 5/ $238,672
Live Oak 9,515 0.48% $113,782 5/ $113,782
Yuba City 69,478 3.52% $830,827 5/ $830,827

YUBA COUNTY
Unincorporated 66,260 3.36% $792,346 5/ $792,346
Marysville 12,606 0.64% $150,744 5/ $150,744
Wheatland 3,811 0.19% $45,573 5/ $45,573
Yuba-Sutter Transit Authority NA NA NA $109,819 $109,819 TOTAL 1,974,962 100.00% $23,616,860 6/ $8,070,079 $31,686,939 % in RT District Transfer to SRTD Sacramento County
County of Sacramento Total $7,157,170 96.3% $6,892,355 $264,815 Rancho Cordova City Total $970,008 100.0% $970,008
Sacramento City Total $6,196,239 100.0% $6,196,239
Citrus Heights City Total $1,026,450 100.0% $1,026,450
Folsom City Total $1,022,397 100.0% $1,022,397
Elk Grove City total $2,116,649 100.0% $2,116,649
Available to SRTD $18,224,098 Total $18,224,098
Available to County of Sacramento $264,815 99314 $7,237,918 Available to Yuba-Sutter Transit Authority $2,281,763 Total Allocation 25,462,016

1. Sources: Report E-5, Department of Finance, Demographic Research Unit, 2023

2. Entire amount must be used for transportation planning and mass transportation purposes.

3. 96.3% is reserved for Sacramento Regional Transit District. 4. 100% is reserved for Sacramento Regional Transit District.

5. 100% is reserved for Yuba-Sutter Transit Authority. 6. This is the total PUC Section 99313 Allocation to SACOG for the fiscal year March 2024

SACRAMENTO AREA COUNCIL OF GOVERNMENTS
Regional Share of Statewide PUC Allocation: $31,686,939

ALLOCATION OF STATE TRANSIT ASSISTANCE FUNDS (STA)
Fiscal Year 2024-2025
PUBLIC UTILITY CODE SECTION 99313 & 99314
9931310:49 AM:2/21/2024 FY 24-25 STA Allocation.xls
Attachment 3
519
Attachment A
County's Estimated June 30, 2024 Balance $0
Local Transportation Fund Income 2024-2025 $98,000,000
Less: County Administrative Costs -$22,000
Less: SACOG Administrative Costs -$1,094,414
Balance for Allocation $96,883,586
Jurisdication Population 1/
% of Total
Population
County
Finding of
Apportionment
SACOG
Planning
Available to
Jurisdiction
Pedestrians
& Bicycles 2/
Available to
Jurisdiction for
Article 4 and
Article 8
Sacramento County
(Unincorporated) 598,519 38.06% $36,876,566 $40,933 $36,835,633 $737,531 $1,296,210 Citrus Heights 85,837 5.46% $5,288,677 $0 $5,288,677 $105,774 $0 Elk Grove 177,005 11.26% $10,905,813 $0 $10,905,813 $218,116 $0 Folsom 85,498 5.44% $5,267,790 $0 $5,267,790 $105,356 $0 Galt 25,557 1.63% $1,574,644 $47,239 $1,527,405 $31,493 $1,495,912 Isleton 759 0.05% $46,764 $1,403 $45,361 $935 $44,426
Rancho Cordova 81,117 5.16% $4,997,864 $0 $4,997,864 $99,957 $0 City of Sacramento 518,161 32.95% $31,925,467 $0 $31,925,467 $638,509 $0 TOTALS 1,572,453 100.00% $96,883,585 $89,575 $96,794,011 $1,937,671 $2,836,548 Jurisdication
Finding of
Apportionment
Finding of
Apportionment
Less Ped &
Bicycle
% of Population
Within
SRTD District
Allocation of
Finding of
Apportionment
SACOG
Planning
Amount
Available for To
Paratransit, Inc.

Amount
Available To
SRTD
Sacramento County
(Unincorporated) $36,876,566 $36,139,035 96.3% $34,801,891 $1,065,364 $1,740,095 $31,996,433 Rancho Cordova $4,997,864 $4,897,907 100% $4,897,907 $149,936 $244,895 $4,503,076 City of Sacramento $31,925,467 $31,286,958 100% $31,286,958 $957,764 $1,564,348 $28,764,846 City of Citrus Heights $5,288,677 $5,182,903 100% $5,182,903 $158,660 $259,145 $4,765,097 City of Folsom $5,267,790 $5,162,434 100% $5,162,434 $158,034 $258,122 $4,746,278 City of Elk Grove $10,905,813 $10,687,697 100% $10,687,697 $327,174 $534,385 $9,826,138 TOTALS $95,262,177 $93,356,934 $92,019,790 $2,816,932 $4,600,990 $84,601,868 PI-30% $1,380,297
SacRT=70% $3,220,693 $87,822,561
Regional Transit $87,822,561
Paratransit $1,380,297
SACOG $2,906,508
Ped/Bike $1,937,671
Other Jurisdictions $2,836,548
Total $96,883,585

1. Sources: Report E-5, Department of Finance, Demographic Research Unit, 2023

2. Amount available to jurisdictions for pedestrian and bicycle purposes (Article 3,Section 99233.3)

COUNTY OF SACRAMENTO
March 2024

FINDINGS OF APPORTIONMENT

LOCAL TRANSPORTATION FUNDS (LTF)
Fiscal Year 2024-2025
SACRAMENTO REGIONAL TRANSIT DISTRICT and PARATRANSIT
Sac County; 10:38 AM2/26/2024 FY 24-25 LTF-Finding of Apportionment.xlsx 520 Attachment A
County's Estimated June 30, 2024 Balance $1,600,148
Local Transportation Fund Income 2024-2025 5,907,699
Less: County Administrative Costs -2,500
Less: SACOG Administrative Costs -83,835
Balance for Allocation $7,421,512
Jurisdication Population 1/
% of Total
Population
County
Finding of
Apportionment
SACOG
Planning
Available to
Jurisdiction for
Article 4 and
Article 8 2/
Sutter County
(Unincorporated) 19,959 20.17% $1,496,948 $44,908 $1,452,040 Live Oak 9,515 9.62% $713,636 $21,409 $692,227
Yuba City 69,478 70.21% $5,210,929 $156,328 $5,054,601
TOTALS 98,952 100.00% $7,421,513 $222,645 $7,198,868

1. Sources: Report E-5, Department of Finance, Demographic Research Unit, 2023

COUNTY OF SUTTER

FINDINGS OF APPORTIONMENT

LOCAL TRANSPORTATION FUNDS (LTF)

2. Funds available for projects and programs under Article 4 and Article 8.

All or a portion may be available to the Sutter County depending on outcome of unmet needs finding.

March 2024
Fiscal Year 2024-2025
Sutter; 10:38 AM2/26/2024 FY 24-25 LTF-Finding of Apportionment.xlsx 521
Attachment A
County's Estimated June 30, 2024 Balance $1,378,708
Local Transportation Fund Income 2024-2025 13,136,338
Less: County Administrative Costs -10,000
Less: SACOG Administrative Costs -162,021
Balance for Allocation $14,343,025
Jurisdication Population 1/
% of Total
Population
County
Finding of
Apportionment
SACOG
Planning
Available to
Jurisdiction for
Article 4 and
Article 8 2/
Yolo County
(Unincorporated) 35,181 15.93% $2,284,507 $68,535 $2,215,972 Davis 64,097 29.02% $4,162,191 $124,866 $4,037,325
West Sacramento 54,187 24.53% $3,518,677 $105,560 $3,413,117 Winters 7,534 3.41% $489,226 $14,677 $474,549
Woodland 59,881 27.11% $3,888,422 $116,653 $3,771,769
TOTALS 220,880 100.00% $14,343,023 $430,291 $13,912,732

COUNTY OF YOLO

FINDINGS OF APPORTIONMENT

LOCAL TRANSPORTATION FUNDS (LTF)

2. Funds available for projects and programs under Article 4 and Article 8.

All or a portion may be available to the Yolo County depending on outcome of unmet needs finding.

1. Sources: Report E-5, Department of Finance, Demographic Research Unit, 2023 Fiscal Year 2024-2025
March 2024
Yolo; 10:38 AM2/26/2024 FY 24-25 LTF-Finding of Apportionment.xlsx 522
Attachment A
County's Estimated June 30, 2024 Balance $466,556
Local Transportation Fund Income 2024-2025 2,178,296
Less: County Administrative Costs -750
Less: SACOG Administrative Costs -29,535
Balance for Allocation $2,614,567
Jurisdication Population 1/
% of Total
Population
County
Finding of
Apportionment
SACOG
Planning
Available to
Jurisdiction for
Article 4 and
Article 8 2/
Yuba County
(Unincorporated) 66,260 80.14% $2,095,398 $62,862 $2,032,536 Marysville 12,606 15.25% $398,651 $11,960 $386,691
Wheatland 3,811 4.61% $120,519 $3,616 $116,903
TOTALS 82,677 100.00% $2,614,568 $78,438 $2,536,130

1. Sources: Report E-5, Department of Finance, Demographic Research Unit, 2023

FINDINGS OF APPORTIONMENT

LOCAL TRANSPORTATION FUNDS (LTF)

COUNTY OF YUBA

2. Funds available for projects and programs under Article 4 and Article 8.

All or a portion may be available to the Yuba County depending on outcome of unmet needs finding.

March 2024
Fiscal Year 2024-2025
Yuba; 10:38 AM2/26/2024 FY 24-25 LTF-Finding of Apportionment.xlsx 523
Attachment A
County Administration
Fees
Planning
Fees Total Fees
Sacramento $1,094,414 $2,906,508 $4,000,922
Sutter $83,835 $222,645 $306,480
Yolo $162,021 $430,291 $592,312
Yuba $29,535 $78,438 $107,973
Total $1,369,805 $3,637,882 $5,007,687
FY23-24-Includes Sac. County revisions $5,068,551
difference -$60,864
Change in SACOG (fees) revenue estimates -1.20%
Fiscal Year 2024-2025-March

SACOG ADMINISTRATIVE AND PLANNING FEES ESTIMATES
524
Future of West Sacramento’s On-Demand Rideshare Program Rider Questionnaire Summary Results
1 / 13

94.69% 196

0.48% 1

3.38% 7

0.97% 2

0.48% 1
Q1 It would be helpful to know more about you. Are you a:

Answered: 207 Skipped: 4
TOTAL 207
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Year-round
local resident
Seasonal local
resident
Local employee
or business...

Visitor /
tourist
Other (please
specify)

ANSWER CHOICES RESPONSES
Year-round local resident
Seasonal local resident
Local employee or business owner in West Sacramento, but live elsewhere Visitor / tourist
Other (please specify)
Attachment 4
525
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 2 / 13

32.69% 68

32.21% 67

18.27% 38

10.58% 22

6.25% 13
Q2 How many Via Rideshare trips (one-way) have you taken in the past 30 days?
Answered: 208 Skipped: 3
TOTAL 208
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0 1 – 5 trips
5 – 20 trips
20 – 40 trips
More than 40
trips

ANSWER CHOICES RESPONSES
0 1 – 5 trips
5 – 20 trips
20 – 40 trips
More than 40 trips
526
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 3 / 13

15.12% 31

37.56% 77

24.88% 51

8.78% 18

13.66% 28
Q3 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?
Answered: 205 Skipped: 6
TOTAL 205
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Less than 10
minutes
10 – 15 minutes
15 – 20 minutes
20 – 25 minutes
25 + minutes

ANSWER CHOICES RESPONSES
Less than 10 minutes
10 – 15 minutes
15 – 20 minutes
20 – 25 minutes
25 + minutes
527
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 4 / 13

9.22% 19

11.17% 23

42.72% 88

32.52% 67

4.37% 9
Q4 What is the longest distance you would be willing to walk to meet your vehicle? (People who require mobility assistance may be eligible for doorto-door pick-up, with verification.) Answered: 206 Skipped: 5
TOTAL 206
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Not
applicable; ...

No walking
Less than 3
minutes
3 – 5 minutes
5 – 8 minutes

ANSWER CHOICES RESPONSES
Not applicable; I need mobility assistance and require door-to-door pick up No walking
Less than 3 minutes
3 – 5 minutes
5 – 8 minutes
528
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 5 / 13

1.93% 4

2.42% 5

13.04% 27

21.74% 45

45.41% 94

10.14% 21

5.31% 11
Q5 How much would you pay for a one-way trip with the On-Demand Rideshare Service? (Currently, a regular one-way fare is $3.50 on the City’s On-Demand Rideshare Service and $2.00 on YoloBus for local routes.)
Answered: 207 Skipped: 4
TOTAL 207
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
$0; not
willing to pay
$0.01 - $1.00
$1.01 – 2.00
$2.01 – $3.00
$3.01 – $4.00
$4.01 – $5.00
$5.01 or more

ANSWER CHOICES RESPONSES
$0; not willing to pay
$0.01 - $1.00
$1.01 – 2.00
$2.01 – $3.00
$3.01 – $4.00
$4.01 – $5.00
$5.01 or more
529
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 6 / 13

37.68% 78

27.54% 57

16.43% 34

9.18% 19

9.18% 19
Q6 If the target estimated wait time from ride request to pick up is 10 minutes, how much MORE would you be willing to pay? (Currently target estimated wait time is 15 minutes.)
Answered: 207 Skipped: 4
TOTAL 207
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
$0; not
willing to pay
$0.01 – $1.00
$1.01 – $1.50
$1.50 - $2.00
$2.00 +

ANSWER CHOICES RESPONSES
$0; not willing to pay
$0.01 – $1.00
$1.01 – $1.50
$1.50 - $2.00
$2.00 +
530
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 7 / 13

48.79% 101

51.21% 106
Q7 Would you support a fixed fare based on distance traveled? (For example: if you traveled 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.) Answered: 207 Skipped: 4
TOTAL 207
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
531
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 8 / 13

62.14% 128

52.91% 109

35.44% 73

41.75% 86

48.06% 99
Q8 Which fares or passes you would consider purchasing? Select all that may apply.

Answered: 206 Skipped: 5
Total Respondents: 206
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Single fare
Round trip
Daily
Weekly pass
(valid for 7...

Monthly pass
(valid for 3...

ANSWER CHOICES RESPONSES
Single fare
Round trip
Daily
Weekly pass (valid for 7 days from purchase date)
Monthly pass (valid for 31 days from purchase date)
532
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 9 / 13
Q9 Who should be eligible for discounted fares? Please answer in terms of priority. (Rank 1 being the highest priority and 6 being the lowest priority.) Answered: 205 Skipped: 6

20.98%
43 30.73%
63 19.51%
40 20.49%
42 8.29%
17 0.00%
0 205 4.36

34.15%
70 27.80%
57 20.00%
41 11.71%
24 4.88%
10 1.46%
3 205 4.70

13.17%
27 16.10%
33 18.05%
37 18.54%
38 29.27%
60 4.88%
10 205 3.51

11.22%
23 11.71%
24 20.98%
43 24.39%
50 28.78%
59 2.93%
6 205 3.43

15.61%
32 12.68%
26 19.51%
40 24.88%
51 22.44%
46 4.88%
10 205 3.60

4.88%
10 0.98%
2 1.95%
4 0.00%
0 6.34%
13 85.85%
176 205 1.40
0 1 2 3 4 5 6 7 8 9 10
Seniors (Age
62+)
People with
qualifying...

Students/youth
U.S. veterans
Low-income
households
No one should
receive...
1 2 3 4 5 6 TOTAL SCORE
Seniors (Age 62+)
People with qualifying disabilities
Students/youth
U.S. veterans
Low-income households
No one should receive discounted fares
533
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 10 / 13
Q10 The West Sacramento On-Demand Rideshare Service (also known as “Via”) is funded by the City of West Sacramento and riders’ fares. Since launching in 2018, costs have increased due to high ridership, a competitive labor market, higher gas prices, and inflation. Public agencies have limited resources. Spending in one project, or one aspect of service, leaves less money for another. This survey asks you to tell us what is most important to you. Your answers will help the City consider changes to 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 the being least acceptable action.

Answered: 198 Skipped: 13
0 1 2 3 4 5 6 7 8 9 10
Reduce Service
HoursOn-Dema...

Reduce
Coverage...

Increase
Targeted Wai...

Raising FaresA
one-way ride...

Stop Selling
Weekly Passe...

Increase
Walking...

Keep the
On-Demand...

End the
On-Demand...
534
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 11 / 13

29.29%
58 25.25%
50 15.15%
30 7.07%
14 9.09%
18 9.60%
19 4.04%
8 0.51%
1 198 6.11

5.05%
10 23.23%
46 18.69%
37 13.64%
27 14.14%
28 13.64%
27 11.11%
22 0.51%
1 198 5.04

9.60%
19 16.16%
32 33.33%
66 25.25%
50 8.59%
17 4.55%
9 2.53%
5 0.00%
0 198 5.69

12.63%
25 11.62%
23 10.61%
21 32.83%
65 17.68%
35 7.07%
14 6.57%
13 1.01%
2 198 5.16

10.61% 8.08% 7.07% 10.61% 33.33% 22.73% 7.07% 0.51%
1 2 3 4 5 6 7 8 TOTAL SCORE
Reduce Service
HoursOn-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
AreaOn-Demand
Rideshare operates
citywide. Reducing
coverage area may
involve limiting OnDemand Rideshare to
neighborhoods,
locations, or streets.

Limiting the areas where
On-Demand Rideshare
operates will require
fewer vehicles. This will
save money by using
less gas and having
drivers work fewer hours.

Increase Targeted Wait
TimeThe 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.

Raising FaresA one-way
ride costs $3.50, and a
weekly pass costs $15.

The weekly pass allows
four free rides a day for
seven days. Verified
seniors or riders with a
disability are eligible for
a 50% discount. Primary
account holders can add
passengers for $1.00.

Raising 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.

Stop Selling Weekly
535
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 12 / 13
21 16 14 21 66 45 14 1 198 4.53

4.04%
8 8.59%
17 10.10%
20 8.08%
16 11.11%
22 37.37%
74 20.20%
40 0.51%
1 198 3.91

21.72%
43 7.07%
14 5.05%
10 2.53%
5 6.06%
12 4.04%
8 43.94%
87 9.60%
19 198 4.00

7.07%
14 0.00%
0 0.00%
0 0.00%
0 0.00%
0 1.01%
2 4.55%
9 87.37%
173 198 1.56
PassesA weekly pass
costs $15 and allows up
to four free rides a day
for seven days.

Eliminating the pass
would increase revenue
and improve system
performance by reducing
the number of rides
requested.

Increase Walking
Distance for NonDisabled
RidersIncreasing the
distance riders are asked
to walk to be picked up
will allow the vehicles to
remain on high-speed
streets. Having
passengers walk farther
to their destinations
could increase
performance by reducing
travel distance and time.

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 money from other
programs, such as
police, fire, street
maintenance, parks,
recreation, youth
services, etc., to
maintain On-Demand
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
end the On-Demand
Rideshare Service and
riders will need to use on
other options (YoloBus,
SacRT, Lime, Bird, or
personal transportation)
to get around. Currently,
the City uses
536
Future of West Sacramento’s On-Demand Rideshare Rider Questionnaire 13 / 13
Transportation
Development Act funds
to support the OnDemand Rideshare
Service. If it is
terminated, funding will
be distributed to other
allowable uses such as
street and road projects,
construction, and
maintenance.
537
Attachment 5
Annual Transportation Development Act Allocation and Expenditures 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-251 Transportation Development Act Allocation2
LTF Allocation $2,377,223 $2,888,398 $2,971,944 $3,334,091 $3,958,904 $3,794,876 $3,518,677 STA Allocation $447,096 $477,692 $282,114 $461,163 $658,441 $630,458 $647,975 Total TDA $2,824,319 $3,366,090 $3,254,058 $3,795,254 $4,617,345 $4,425,334 $4,166,652 Transportation Development Act Expenditures to SACOG, YoloTD and Other Transit SACOG Planning $71,317 $86,652 $89,158 $100,023 $118,767 $113,846 $105,560 YoloTD
Admin/Capital3 $569,936 $401,000 $369,078 $408,716
YoloTD Fixed Route $1,857,431 $1,947,615 $1,375,088 $1,628,731 $2,314,000 $2,245,725 $2,464,9024
YoloTD Paratransit $213,403 $192,112 $166,263 $285,229 $285,000 $416,000 YoloTD subtotal $2,070,834 $2,139,727 $1,541,351 $2,483,896 $3,000,000 $3,030,803 $2,873,618 Bus Shelter
Maintenance +
Harbor Yard Utilities
$20,000 $30,920 $33,000 $33,100 $35,000 $35,000 $35,000 Total Expenditures $2,162,151 $2,254,379 $1,663,509 $2,617,019 $3,153,767 $3,179,649 $3,014,178 Remaining Transportation Development Act Funds for City Use Total TDA for City
Use $662,168 $1,111,711 $1,590,549 $1,178,235 $1,463,578 $1,245,685 $1,152,474 1 Based on Preliminary Finding of Apportionments for TDA and Draft Yolo County Transportation District FY 2024-25 Budget. 2 May not match prior year agenda reports to City Council because some years, the Sacramento Area Council of Governments revises TDA allocations. 3 YoloTD did not separate out administrative costs until FY2021-22. 4 For FY 2018-19 through FY 2020-21, YoloTD did not separate out administrative costs from transit service cost. As such, this is shown as lump costs. 538
1 Memorandum of Understanding for On-Demand Transit Service Among the City of West Sacramento, Sacramento Regional
Transit District, and Yolo County Transporation District SacRT Resolution No. 2024-04-031

MEMORANDUM OF UNDERSTANDING FOR ON-DEMAND TRANSIT SERVICE

AMONG THE CITY OF WEST SACRAMENTO,

SACRAMENTO REGIONAL TRANSIT DISTRICT, AND YOLO COUNTY

TRANSPORTATION DISTRICT

THIS MEMORANDUM OF UNDERSTANDING FOR ON-DEMAND TRANSIT SERVICE is entered into effective this _____ day of _______________, 2024 among SACRAMENTO REGIONAL TRANSIT DISTRICT , the
CITY OF WEST SACRAMENTO , and YOLO COUNTY TRANSPORTATION DISTRICT ( YCTD ). SacRT, CITY, and YCTD

RECITALS
A. SacRT provides fixed-route, demand-response (SmaRT Ride) and complementary paratransit services (SacRT GO) in Sacramento County, as well as partnering to provide the Causeway Connection and associated complementary paratransit service within Yolo County.

B. YCTD provides fixed-route, demand-response (BeeLine), and complementary paratransit services (Yolobus Special) in Yolo County, as well as partnering to provide Sacramento International Airport service and associated complementary paratransit service within Sacramento County.

C. CITY, a municipality within Yolo County, is constitutionally authorized to provide its inhabitants with transportation services and currently provides demandresponse transit services through its On-Demand Rideshare service.

D. CITY
boundaries.

E. Under Article XI, Section 9 of the California Constitution, SacRT and CITY may not F. The parties desire to establish the terms and conditions for the granting of consent for the operation of CITY rideshare public transit services within jurisdiction.

NOW, THEREFORE, the Parties agree as follows:

1. CITY OPERATIONS WITHIN ACTIVATED SACRT BOUNDARIES
A. Subject to the provisions of this Section, CITY is hereby authorized to operate ondemand transit service and allow passengers to board and disembark within jurisdiction. The terms of this agreement pertain only to on-demand transit service. 1st May
Attachment 6
539
2 Memorandum of Understanding for On-Demand Transit Service Among the City of West Sacramento, Sacramento Regional
Transit District, and Yolo County Transporation District B. CITY will obtain prior written approval from SacRT before providing transit service . To obtain approval for a service zone or location, CITY must submit a written request directed to the party designated by SacRT for receipt of notices in accordance with Article 4, below. SacRT will respond to CITY of receipt by providing written notice of its acceptance or rejection of the request. SacRT use particular stop locations.
approval does not include consideration of nor is deemed to include consideration of the propriety of the proposed route, including such matters as safety. SacRT may revoke its approval as to a particular zone or stop unilaterally by providing CITY 60 written notice directed as specified in Article 4 below.

C. CITY must share anonymized ridership data for the on-demand transit service in with YCTD and SacRT. YCTD must share ridership data for local and intercity fixed route transit between West Sacramento and Sacramento with CITY and SacRT. Ridership data must be shared, at minimum, monthly while the MOU is in effect.

The Parties commit to monitor and discuss at mutually agreeable intervals potential - ridership.

2. FUNDING
The City is solely responsible for funding its own operations authorized under this MOU and will not seek funding contributions from SacRT or YCTD as a result of this MOU.

In addition, notwithstanding Public Utilities Code Section 99231(f), CITY will not assert any claim for additional Transportation Development Act funds as a result of operation of the demand-response service into jurisdiction.

3. DURATION OF THE MOU
This MOU will terminate on June 30, 2025, unless otherwise extended by mutual agreement or terminated earlier as set forth herein. CITY must present the MOU to City Council for approval to extend the MOU.

4. NOTICES
All notices and other communications under this MOU must be in writing and will be deemed to have been duly given (i) on the date of delivery, if delivered personally to the party to whom notice is given, or if made by email directed to the party to whom notice is to be given at the email address listed below, or (ii) at the earlier of actual receipt or the second business day following deposit in the United States mail, postage prepaid. Notices and other communications must be directed to the parties at the addresses shown below.

A party may change its person designated to receive notice, its email address, or its address from time to time by giving notice to the other party in accordance with the procedures set forth in this Article.

To SacRT: Sacramento Regional Transit District
540
3 Memorandum of Understanding for On-Demand Transit Service Among the City of West Sacramento, Sacramento Regional
Transit District, and Yolo County Transporation District Attn: James Drake
1102 Q Street, Suite 4100
Sacramento, CA 95811
Email: [email protected] To CITY: City of West Sacramento Attn: Jason McCoy
1110 W. Capitol Avenue
West Sacramento, CA 95691
Email: [email protected] To YCTD: Yolo County Transportation District Attn: Daisy Romero
350 Industrial Way
Woodland, CA 95776
Email: [email protected] 5. AGENCY RELATIONSHIP/INDEMNIFICATION A. Nothing in this MOU will be construed to create, nor do the parties intend to create, any contractual or other relationship, whether express or implied, of joint power, joint venture, partnership, principal-agent, independent contractor, master-servant, or otherwise that would result in either party being financially or otherwise responsible in whole or in part for bodily injury, death or property damage occurring as a proximate result of an act or omission arising out of the performance of this MOU or the provision of transit service by the other party. The imposition of such responsibility upon either party will be sufficient grounds for CITY, YCTD, or SacRT to terminate this MOU upon giving written notice thereof to the other in the manner provided in Article 4.

B. Each party to this MOU is to be held free by the other party from any and all liability, loss, and/or expense that arises in the manner described above.

C. Neither CITY, YCTD, nor SacRT is required to indemnify, defend, and hold harmless the other from any and all claims, demands, losses, or liability whether real or illusory as a result of this MOU.

6. Each party to this MOU understands and acknowledges that this MOU is not an employment contract among SacRT, YCTD, or CITY or among SacRT or YCTD and any agents, officers, or employees of any third party or third-party operator under contract with CITY to provide CITY transit service. SacRT and YCTD are compensation or any other benefits accruing under any federal or state law or acts to any employee or employees employed by CITY or by a third party or third-party operator in connection with the provision of CITY transit service. Similarly, CITY is not liable for any 541
4 Memorandum of Understanding for On-Demand Transit Service Among the City of West Sacramento, Sacramento Regional
Transit District, and Yolo County Transporation District to any employee or employees employed by SacRT or YCTD in connection with the provision of SacRT or YCTD transit service. Each party agrees compensation for its respective employees in accordance with State law.

7. INSURANCE
Each party to this MOU will maintain appropriate levels of insurance for the operation of its transit service.

8. GOVERNING LAW
The interpretation and enforcement of the MOU will be governed by the laws of the State of California, the state in which the MOU is signed. The parties agree to submit any disputes arising under the MOU to a court of competent jurisdiction located in Sacramento, California.

9. NONWAIVER
Waiver of any breach or default hereunder will not constitute a continuing waiver or a waiver of any subsequent breach either of the same or of another provision of this MOU.

10. SEVERABILITY
If any term, covenant, or condition of this MOU is held by a court of competent jurisdiction to be invalid, the remainder of this MOU will remain in effect.

11. TERMINATION FOR CONVENIENCE
Either party may terminate this MOU upon giving 60

12. NO OBLIGATION TO PROVIDE TRANSIT SERVICE
Nothing in this MOU is construed to require or to create an enforceable right in either party to require the other to provide a specified level or configuration of transit service during the term of this MOU.

13. MODIFICATION
No waiver, alteration, modification, or termination of this MOU will be valid unless made in writing and signed by the authorized representatives of the parties hereof.

14. INTEGRATION
This MOU embodies the entire agreement of the parties in relation to the scope of services herein described, and no other understanding whether verbal, written, or otherwise exists among the parties.

15. SUCCESSORS AND ASSIGNS This MOU will be binding upon and the benefits of this MOU will inure to the successors and assigns of the parties hereto. 542
5 Memorandum of Understanding for On-Demand Transit Service Among the City of West Sacramento, Sacramento Regional
Transit District, and Yolo County Transporation District IN WITNESS WHEREOF, the Parties have caused this MOU to be executed by their respective duly-authorized representative as of the Effective Date.

SACRAMENTO REGIONAL CITY OF WEST SACRAMENTO

TRANSIT DISTRICT
By: By:

HENRY LI AARON LAUREL
General Manager/CEO City Manager

YOLO COUNTY

TRANSPORTATION DISTRICT
By:

AUTUMN BERNSTEIN
Executive Director
Approved as to Legal Form: Approved as to Legal Form:

By: By:

OLGA SANCHEZ-OCHOA JEFFREY MITCHELL
General Counsel City Attorney
Attest:

By:

JENNIFER CUSMIR
City Clerk
https://sacrt01.sharepoint.com/sites/teamsGeneralCounsel/Contracts/2020 to 2024/K23Q4/MOU Microtransit West Sacramento CLEAN FINAL 2.29.24.docx 543

CITY COUNCIL AGENDA REPORT
MEETING DATE: May 15, 2024 ITEM # 19
SUBJECT:

CONSIDERATION OF SECOND READING AND ADOPTION OF ORDINANCE 24-7 AND ADOPTION OF RESOLUTION 24-52 REGARDING A NEW LOCAL GENERAL PURPOSE

TRANSACTIONS AND USE TAX
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ X ] Council [ ] Staff
[ ] Other
Aaron Laurel, City Manager
Doug Drozd, Government Affairs Manager
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
The objective of this report is to provide the City Council with sufficient information to conduct the second reading and adoption of Ordinance 24-7 to adopt a one-cent general transactions and use tax (sales tax) and to consider Resolution 24-52 calling a special election to approve the measure and other related actions.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Waive the second reading, read by title and number only, and adopt Ordinance 24-7 imposing a general transactions and use tax to be administered by the California Department of Tax and Fee Administration; and

2. Adopt Resolution 24-52 calling a special municipal election to be held on November 5, 2024, for the purposes of approving an ordinance imposing a one-cent general transactions and use tax for repairing and rebuilding roads, public safety protection and personnel, maintaining parks and trails, addressing homelessness, and keeping public spaces safe and clean. Resolution 24-52 will also request that the Yolo County Board of Supervisors consolidate the election with the statewide election, authorize the Mayor to prepare a written argument in support of the tax measure, and direct the City Attorney to prepare an impartial analysis of the measure.

BACKGROUND
On May 1, 2024, the City Council approved the first reading of Ordinance 24-7 (Attachment 1). The purpose of the Ordinance is to impose a local transactions and use tax to be administered by the California Department of Tax and Fee Administration. In order for the Ordinance to take effect it must be approved by two-thirds of the full City Council; or effectively, at least four members.

Resolution 24-52 (Attachment 2) is required to formally call the election for the measure, adopt the proposed ballot measure language, authorize the Mayor to prepare a written argument in support of the measure in addition to a rebuttal to any argument filed against the measure, and to direct the City Attorney to prepare an impartial analysis, among other actions related to the election. At its May 1 meeting, the City Council also provided direction on specific ballot measure language, which is reflected in the proposed resolution.

ANALYSIS
As staff detailed at the May 1 meeting, the City is at an inflection point in its mission to continue delivering new amenities while bringing its public safety operations and infrastructure maintenance to the higher level standards that the Council and residents expect. Staff is confident that the proposed transactions and use tax measure provides the most effective path forward for the Council to fulfill this goal on a sustainable basis.

The following proposed ballot language is based on the City Council’s direction provided at the May 1 meeting:

To rebuild roads and repair potholes, increase police and fire protection, recruit and retain public safety personnel, maintain parks and trails, address homelessness, and keep public spaces safe and clean, shall the City of West Sacramento measure enacting a one cent transactions and use tax (sales tax) providing approximately 20 million dollars annually for general government use, until ended by voters, with all funds locally controlled and subject to independent financial audits and public spending disclosures, be adopted?
The proposed measure is intended to address general fund budgetary challenges and the need to increase staffing levels in the City’s public safety and operations/maintenance departments to provide more robust, frequent, and high-quality service levels as well as the need for additional funding to maintain the City’s roadways and other infrastructure.
544
Second Reading and Adoption of Ordinance 24-7 and Adoption of Resolution 24-52 May 15, 2024

Page 2 ends

West Sacramento City CouncilMay 15, 2024

West Sacramento City Council
May 15, 2024