ATTACHMENT 3
369
Alternatives Considered:
Continue with current FTE which is not recommended due to a widening of the service gap, increase service delays and inefficiencies within the department.
Share an FTE with another department who can provide 50% FTE support to the Parks and Recreation department.
Section 4 - Attachments
ATTACHMENT 3
370
Budget Decision Package
$0.00
$225,961.00
$225,961.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00652
Status: Budget Review
Title: Community Investment Principal Planner
Department: Economic Development & Housing Priority: 0
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:
Grand Gateway Development
Description:
Project Type:
Change to Existing Program/Service
Over the past year, EDH has experienced a significant change in staffing, resulting in the loss of institutional knowledge and experience required to advance and support a significant number of high priority projects and programs, such as the Grand Gateway Master Plan implementation, Bridge District Specific Plan Update, multiple riverfront improvement projects that require advanced permitting and coordination with Federal and State regulatory agencies, new programs to support the equity retail cannabis and other small business incentives and several complex projects requiring shared parking policy and EVA charging conditions. This new position will provide the Department a dedicated, experienced planner that could lead and assist other staff with these important efforts, while also helping to mentor staff. The current, vacant Program Manager position will remain vacant until such time that demand and additional funding requests would support the position being filled.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
106 9020 5111 Add Community Investment Principal Planner Position Cost for new principal community investment planner
position
$0.00 $225,961.00
Total $0.00 $225,961.00
Section 3 - Detailed Information
Objectives/Need for Request:
Advance several high-priority projects that have been pending for years due to lack of staffing with appropriate expertise, mentoring junior staff, high-level planning support across all divisions: Housing, Parking, Community Investment, and completed projects that will generate millions of dollars in additional revenue to the City.
Consequences of Not Funding:
Continued delays of significant projects that are likely to generate millions of dollars Alternatives Considered:
Fill current vacant Program Manager position.
Section 4 - Attachments
Attachment Attachment Description
New Position Request Request for new Principal Community Investment Planner
ATTACHMENT 3
371
Budget Decision Package
$0.01
$100,000.00
$100,000.01
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00653
Status: Budget Review
Title: Development Review Process Evaluation and Innovation Plan Department: Community Development Priority: 2
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
NOTE: This is associated with the 2024 Council Management Agenda item: "Development Services Enhancements". 2024 Strategic Planning items are not yet available in the drop-down menu.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
650 9310 5261 Development Review Process Evaluation and Innovation Plan
The Development Review Process Evaluation and
Innovation Plan will begin to fulfill the Council's identified 2024 Management Agenda goal of enhancing
development services, as it will provide an objective and comprehensive evaluation of the process of development
review and permitting and will create a "road map" of
prioritized recommendations.
$0.01 $100,000.00 Yes
Total $0.01 $100,000.00
ATTACHMENT 3
372
Budget Decision Package
$0.00
$17,550.00
$17,550.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00577
Status: Budget Review
Title: EOC Coordinator Staff Cost Restoration
Department: Fire Priority: 0
Contact: Steven Binns Phone: (916) 617-4606
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Change to Existing Program/Service
Since 2008, the City has identified and prioritized the importance of emergency services with regard to disaster preparedness and response, by staffing an Emergency Services Coordinator (ESC) position in the Fire Department.
Although part-time, this position plays a vital role in the City’s ability to be resilient against the many large-scale and evolving threats that exist in West Sacramento. Working under the direction of the Fire Marshal, the ESC assists with the constant plan creation and review, liaising with partner agencies, creating and administering training, managing grants, responding to emergency situations, and general Office of Emergency coordination.
Originally, the position was allocated $50,000 annually to support the function. In the 2017/2018 budget however, the approved amount was decreased to $36,000. We have adapted to the best of our ability given the budget/staffing limitation, but fast forward to 2024, the demands of the Fire Department, its emergency management responsibility for the entire City, and the ESC position continues to increase. In an effort to keep up with the increasing concern and demand with the City’s emergency management responsibilities and fire services in general, we would like to restore the position budget back to the original $50,000.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9150 5112 Emergency Services Coordinator staff costs The $17,550 detailed above is intended to increase (from $32,450) and restore the originally approved $50,000 to support the increasing demand of the position.
$0.00 $17,550.00
Total $0.00 $17,550.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to meet the ever-increasing demand of the emergency management responsibilities of the City/Fire Department. As our world/region/city experience new threats to our community such as the COVID 19 pandemic and global warming, we are obligated to increase our resiliency efforts to protect our residents and businesses. This budget code restoration will offer the City an increased ability to meet that demand.
Consequences of Not Funding:
As the City's demand for emergency management services increases, the workload inherently increases as well.
Additionally, with the significant increase in annual incidents, Fire related services in general, and the lack of growth within the Department, Fire is experiencing a workload management issue. If this budget restoration request does not get approved, Fire will continue to manage the workload to the best of our abilities. It will unfortunately however, limit our ability to be resilient and adaptable to new and ever-changing threats, decrease work output, and will create delays in the timeliness of completing work assignments.
ATTACHMENT 3
373
Alternatives Considered:
Given the position currently exists, we originally funded the position for $50,000 in 2008, and this reasonable increase of $17,000 to restore the original approved budget, alternatives were not considered.
Section 4 - Attachments
ATTACHMENT 3
374
Budget Decision Package
$0.00
$24,000.00
$24,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00646
Status: Budget Review
Title: Part Time Intern - Support CP GIS Program
Department: Capital Projects Priority: 2
Contact: Ariana Adame Phone: (916) 617-4596
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
New Program/Initiative
The Capital Projects GIS & Mapping group has been steadily growing its responsibilities. They provide support to the entire City providing utility mapping, critical maps and analysis from infrastructure projects to emergency response planning. The requests for services are keeping the four staff members at capacity or near capacity. Assistance is needed to keep providing service and to advance the completion of the GIS Mapping of the city utilities for the City.
This is an ongoing project that requires data collection in the field. The additional help of an intern would benefit the GIS Mapping group in providing responses to requests, but it would also provide a pathway for succession planning and would invest in the future of the group.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9651 5112 Part-Time Staff - Intern for GIS Mapping & Surveying Group
Hiring an intern will help increase the efficiently of data collection in the field.
$0.00 $20,000.00
101 9651 5251 One-Time Equipment Purchase
Purchase of laptop, docking station, keyboard, monitor, mouse, and chair.
$0.00 $4,000.00
Total $0.00 $24,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goals of hiring an intern to support the GIS & Mapping group would be:
1. Completion of the quality control of digitized maps.
2. Improve customer services request turnaround time.
3. Complete the Citywide GIS Mapping & Surveying project with the assistance of data collection.
4. Invest in career pathways and improve succession planning.
Consequences of Not Funding:
Reduced response time for customer service delivery.
Alternatives Considered:
Retain the same number of full-time employees at the same pace of service delivery.
Section 4 - Attachments
ATTACHMENT 3
375
FY 2024/25 MIDTERM BUDGET
Operations & Maintenance Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
PERSONNEL RELATED $ 440,000 $ 126,500
539 Health and Wellness Screenings for Firefighting
Personnel
Fire General Fund - 60,000
585 Lateral Hiring Incentives Pilot Program Police General Fund 240,000 - 645 Downpayment Assistance for WSPD Officers City Manager's Office General Fund 200,000 - 650 City Council Compensation City Manager's Office General Support Services - 66,500 TECHNOLOGY & SOFTWARE $ 81,918 $ 545,097
422 Police Department Specialized Software Police General Fund - 28,000 563 LPR and Camera Technology Program O&M Fund Police General Fund - 60,000 588 Security Information and Event Management (SIEM) City Manager's Office General Support Services - 41,400 607 Rec Center Registration Software Parks & Recreation General Fund 4,000 14,950 612 Virtual Server and Network Infrastructure City Manager's Office General Support Services 64,128 189,132 616 Disaster Recovery as a Service City Manager's Office General Support Services 2,300 17,400 623 Translation Software City Manager's Office General Support Services - 6,000 624 Additional Funding for Logikcull PRA Software City Manager's Office General Support Services - 50,000 628 CityRover Software Public Works Road Fund - Gas Tax - 4,266 632 Parks and Recreation Tablet Purchase City Manager's Office General Fund/ Tree Mitigation Fund
11,490 450
634 Accela Cloud Migration City Manager's Office Technology Fee Fund - 85,956 640 Verizon Fleetmatics Public Works Various - 21,383
649 SCADA Tower Transmitter Lease Public Works Water Enterprise Fund - 26,160 VEHICLES & EQUIPMENT $ 1,449,582 $ 278,000
388 Police Department Financial Specialist Position Police General Fund 5,000 - 525 CFD Vehicle Purchase Parks & Recreation CFD Funds 95,082 - 570 Unmanned Aircraft System (UAS) Replacement Police General Fund 55,000 11,000 581 Replacement of obsolete emergency fire department
radios
Fire General Fund 217,500 -
584 Replacement of obsolete SCBA air fill station at FS41 and critical upgrade of SCBA fill equipment
Fire General Fund 60,000 -
589 Annex Operating Expenses Reconciliation Economic Development & Housing Measure G Fund - 7,000 590 New Fire Type I Pumper Fire General Fund - 140,000
593 Community Center - Black Box Theater Lightboard
Replacement
Parks & Recreation General Fund 15,000 -
ATTACHMENT 4
This attachment provides the details for all ongoing and one-time operations and maintenance (O&M) funding requests proposed in the midterm budget.
The first few pages include a list of each request by type, and shows the department, funding source, and amount requested. Behind the summary report is a detailed page for each request. Each request has a unique ID#, found in the far left column of the summary report. This number also appears at the top middle of each detailed page (DP-###). The detailed pages are in numerical order. 376
FY 2024/25 MIDTERM BUDGET
Operations & Maintenance Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
614 Trucks for Capital Projects Capital Projects General Fund 120,000 - 629 City Hall HVAC Rental Public Works General Support Services - 120,000 636 Electrical Technician Vehicle Replacement Public Works Sewer Enterprise Fund 132,000 - 647 HydroExcavator Truck Public Works Water Enterprise Fund 750,000 - SUPPLIES & SERVICES $ 748,014 $ 543,700
528 Urban Forest Revival and Preservation Parks & Recreation Tree Mitigation Fund 65,000 - 578 Real Property Division Capital Projects Tree Mitigation Fund 70,000 384,300 579 New Position - Project Manager I/II Capital Projects General Fund - - 589 Annex Operating Expenses Reconciliation Economic Development & Housing Measure G Fund - 22,500 594 Steam Cleaning Services – CAM and City Hall Parks & Recreation General Fund/Reimbursed - 18,000 610 After Hours Records Support Police General Fund - 27,673 611 GIS Master Plan City Manager's Office General Support Services 75,000 - 613 Capital Projects Social Equity Training Capital Projects General Fund 40,000 - 615 WM Performance Review Consultant RFP Community Development Refuse Fund - - 619 Increased Legal Fees Economic Development & Housing Parking Fund 100,000 - 620 POLITICO Pro Subscription City Manager's Office General Support Services - 1,200 621 Additional Funding for WS Home Run Paid Internship
Program
City Manager's Office Measure E - Home Run 116,014 -
626 Fire Plan Review Backup Fire General Fund - 30,000
627 Parks Sign Purchase Parks & Recreation Measure N - Community Investment
10,000 -
631 Citywide Arts Master Plan City Manager's Office General Fund 150,000 - 637 Verizon Service Cost Increase Public Works Various - 15,207 639 USDA APHIS Wildlife Services City Manager's Office General Fund - 5,000 642 Painting Exterior of Apparatus Bay at FIre Station 42 Fire General Fund 22,000 - 644 Animal Services Budget City Manager's Office General Fund - 9,820 651 Contract Renewal Shortfall (Storm Water MS4) Community Development General Fund - 10,000 653 Development Review Process Evaluation and
Innovation Plan
Community Development Community Development 100,000 -
655 Southport Levee Trailhead Septic Pumping Service Parks & Recreation Measure E - Trails - 20,000 ATTACHMENT 4
377
FY 2024/25 MIDTERM BUDGET
Operations & Maintenance Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
OTHER - 878,076
382 Increased Travel/Training Budgets - Capital Projects Department
Capital Projects General Fund - 11,750
474 Temporary Records Storage City Manager's Office General Support Services - 4,000 582 Yolo County Homeless Coordination Project -
Supplemental Request
Economic Development & Housing Measure E - Homelessness - 30,000 589 Annex Operating Expenses Reconciliation Economic Development & Housing Measure G Fund - 10,500 592 Discovery Preschool Subsidy (One-Time and Ongoing) Parks & Recreation Measure E - Home Run - - 605 Professional Development Budget Parks & Recreation General Fund - 7,965 643 Risk Management Premiums Increase City Manager's Office General Support Services - 237,823 648 Sacramento River Joint Water Source Water Protection Program
Public Works Water Enterprise Fund - 4,200
654 Landfill Costs Public Works Water Enterprise Fund - 30,000 5 OPEB - Eliminate ADC Contribution Finance Department Various - (845,994) 6 OPEB - Eliminate Reimbursement from Trust Finance Department CFD Funds - 1,827,332 7 Budget Balancing Reductions in CFD Cost Centers Parks & Recreation CFD Funds - (39,500) 8 Payroll Reimbursement Offset General Fund CFD Funds - (400,000) TOTAL O&M REQUESTS 2,719,514 2,371,373
FALSE 2,371,373
EXPENSE CATEGORY ONE-TIME ONGOING
PERSONNEL RELATED 440,000 126,500
TECHNOLOGY & SOFTWARE 81,918 545,097
VEHICLES & EQUIPMENT 1,449,582 278,000
SUPPLIES & SERVICES 748,014 543,700
OTHER - 878,076
TOTAL O&M REQUESTS 2,719,514 2,371,373
$- $0.25 $0.50 $0.75 $1.00 $1.25 $1.50
PERSONNEL RELATED
TECHNOLOGY & SOFTWARE
VEHICLES & EQUIPMENT
SUPPLIES & SERVICES
OTHER
O&M Requests by Category (in millions)
ONE-TIME ANNUAL
ATTACHMENT 4
378
Budget Decision Package
$0.00
$11,750.00
$11,750.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00382
Status: Budget Review
Title: Increased Travel/Training Budgets - Capital Projects Department Department: Capital Projects Priority: 1
Contact: Ariana Adame Phone: (916) 617-4596
Mandatory: No
ATTACHMENT 4
379
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
The current training budget for the Capital Projects Administrative Division has not been updated in several years and does not align with current staff and needs for the Department. There is completely different staff that require different levels of training in the industry. The GIS and Mapping Group was also transferred into this Division and the requested changes reflect the current and future needs of the Division. Therefore, this request is being made to right size the current need to support the department in capacity building, succession planning and employee retention.
The following is a detailed list of the Travel/Training Plans for the Capital Projects Division for FY 2024/25:
ADMINISTRATIVE DIVISION
* Capital Projects Director
- MMANC Annual Conference - $2,000
- CalCities PWOI or APWA Annual Conference - $2,500
- ICMA Annual Conference - $2,500
- MMANC Women's Leadership Summit - $500
- MMANC Equity Summit - $500
- SUBTOTAL - $8,000
* Capital Improvement Manager
- CalCities PWOI or APWA Annual Conference - $2,500
- MMANC/Cal-ICMA Conference/Training - $2,500
- SUBTOTAL - $5,000
* Administrative Analyst
- MMANC Annual Conference - $1,500
- Other (Finance Related Training) - $500
- SUBTOTAL - $2,000
* GIS Specialist (Lead)
- ESRI Annual Conference - $1,000
- MMANC Training, Workshops - $1,000
- SUBTOTAL - $2,000
* GIS Technician, Engineer Technician (2)
- Training - $500 each x 3 = $1,500
- SUBTOTAL - $1,500
** TOTAL NEED - $18,500 (101-9651-5258)
Section 2 - Costs
ATTACHMENT 4
380
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9651 5258 Increased Travel/Training Budget for Capital Projects Administrative Division
Proposed revenue for this proposal is the General Fund
(Fund 101). The General Fund is the fund that typically supports this type of activity.
$0.00 $11,750.00
Total $0.00 $11,750.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Goal associated with this request is to provide adequate funding for the Travel/Training needs for all the Capital Projects Department staff. Prior to the reorganization in the Capital Projects Department, the Administrative Division was comprised of the Department Director, one secretary and one finance specialist. The amount previously budgeted (prior to the COVID-19 reduction) was just barely enough to cover the cost of the Director to attend the annual CalCities Public Works Officers Institute (PWOI) and no funds were budgeted for the training needs of the secretary and fiscal analyst.
With the reorganization and the change in leadership in the Department, the goal is to provide every staff member with at the least the opportunity to attend classes, seminars and conferences which will improve their performance within the workplace and will make them more knowledgeable, efficient and effective employees who enjoy and are satisfied their jobs. With this in mind, each Division has put together training plans in order to meet that goal.
Within the Administrative Division, the secretary position has been reclassified to an Administrative Analyst II. In addition, the Finance Specialist has been transferred to the Engineering Division in order to provide them with daily direct support. Further, the Capital Improvement Manager has also moved into the Administrative Division. The Capital Projects Director's role should be to attend conferences to be apprised of the latest in best practices and to represent the City of West Sacramento throughout the industry. The Training/Travel budget historically has not reflected accurately the support needed to fulfill this role. The Capital Projects Manager has historically attended both the APWA Annual Conference and the CalCities PWOI on an annual basis, however, the opportunity should be expanded to include a broader reach across the local government industry. The intent is to rotate attendance to each year to attend public works/capital projects specific conferences and training annually.
Consequences of Not Funding:
Not only will the Travel/Training needs of the Capital Projects Department not be met, but employee retention can be severely impacted. In the current workforce, employees are seeking opportunities for advancement and for further training in their areas of specialty and Captial Projects aims to stay on the current trend of technology to entice future employees to the City and to provide the upmost service to the residents of the City.
Alternatives Considered:
- Leaving the Travel/Training budget as is.
- Spreading the existing Travel/Training budget for the entire Department amongst the three Divisions (Administration, Engineering, and Construction and Facilities Development). * Both of these alternatives are highly not desired if the goal is to provide adequate funding for the Travel/Training needs for all the Capital Projects Department staff.
Section 4 - Attachments
ATTACHMENT 4
381
Budget Decision Package
$0.00
$148,060.58
$148,060.58
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00388
Status: Budget Review
Title: Police Department Financial Specialist Position
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
The Police Department has seen a drastic increase in the demands regarding all elements financial in the past 2 years.
With the incorporation of a new procurement system/processes and contracts for services, along with the heavy need for budgeting and forecasting, grants, and other duties surrounding Police Department spending, the Senior Analyst in charge of the Police Department Budget has been inundated with work. As a result of daily demands, higher level budgeting and forecasting that are crucial to the department's success have taken a backseat.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9110 5111 Finance Specialist Salary
Salary for Finance Specialist
$0.00 $75,000.00
101 9110 5259 Laptop
Laptop Computer: $5,000.00
$0.00 $5,000.00 Yes
101 9110 5114 Finance Specialist PERSable wages $0.00 $3,750.00 101 9110 5118 Finance Specialist Other Pays $0.00 $5,400.00 101 9110 5130 Finance Specialist Medical
2-party medical
$0.00 $20,410.58
101 9110 5122 Finance Specialist PERS and other benefits benefits
$0.00 $38,500.00
Total $0.00 $148,060.58
Section 3 - Detailed Information
Objectives/Need for Request:
The goal is to obtain a new position to assist the Senior Analyst in charge of the Police Department Budget to allow the Senior Analyst to perform higher level analysis and forecasting.
Consequences of Not Funding:
The Senior Analyst will continue to operate in the same manner, causing the Senior Analyst to sideline higher level, important projects to complete lower level financial processes.
Alternatives Considered:
The Police Department has employed a part-time retired employee to assist in lower level clerical work one day per week, 5 hours per week. This does not provide the volume or expertise necessary to accomplish the needed work.
Section 4 - Attachments
ATTACHMENT 4
382
Budget Decision Package
$0.00
$28,000.00
$28,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00422
Status: Budget Review
Title: Police Department Specialized Software
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
The Police Department has encountered some unbudgeted "surprises" from shifting budgeted items from Information Technology (I.T.) to departments. The department encountered two unbudgeted software expenses related to the expiration of contracts that were paid in full prior but were not incorporated in the ongoing budget.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9110 5257 LEHR Software
LEHR Software (LPR Cameras): $21,000.00
$0.00 $21,000.00
101 9111 5257 LEADS Cell Hawk Software
Leads Cell Hawk: $7,000.00
$0.00 $7,000.00
Total $0.00 $28,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal is to acquire ongoing funding is to cover the cost of essential software.
Consequences of Not Funding:
The consequences of not funding would include the potential loss of essential software licensees due to nonpayment.
Alternatives Considered:
The Police Department will continue trying to find ways to fund through the existing budget Section 4 - Attachments
ATTACHMENT 4
383
Budget Decision Package
$0.00
$4,000.00
$4,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00474
Status: Budget Review
Title: Temporary Records Storage
Department: City Manager's Office Priority: 1
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Pay for a temporary location to move hard copies of records and store away from the storage containers at the Port while in the process of scanning and digitizing records.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9022 5259 Records Storage
Funds will be used to rent two spaces at a local storage facility.
$0.00 $4,000.00
Total $0.00 $4,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Port has notified the City Clerk that the City will no longer be able to utilize the storage containers located on Port property for storage of Finance and Human Resource. The City does not have a facility with enough space available in which to store the records. Housing the records at a local storage facility will provide staff with continued access to the records while staff works to scan records and store them electronically.
Consequences of Not Funding:
Staff will have to use any available space to house the records making the records unorganized and difficult to access.
It will be difficult to organize, track, and locate records series if the boxes are spread throughout City Hall.
Alternatives Considered:
Contracting with a records storage company which is expensive and would be an inefficient use of funds as these are not permanent records and can either be maintained in an electronic format or destroyed when they meet their retention dates.
Section 4 - Attachments
ATTACHMENT 4
384
Budget Decision Package
$0.00
$95,082.00
$95,082.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00525
Status: Budget Review
Title: CFD Vehicle Purchase
Department: Parks & Recreation Priority: 2
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The new Landscape Inspector/Project Manager positions, responsible for overseeing the landscape and tree maintenance of the CFDs, have lacked a designated vehicle for the past four years. These roles require the use of hand tools and often involve transporting materials and hauling debris related to the maintenance of the City's 20,000 trees and landscape areas. Currently, items such as removed branches, storm debris, or illegally dumped trash are placed in the back of a small four-door car or a shared SUV. These vehicles have limited space for tools and debris, making it difficult to maintain cleanliness. Moreover, since the cab and the back are enclosed and connected, transporting any chemicals or trash can fill the cab with fumes, posing a safety hazard.
Additionally, recent legislation requires cities and municipalities to begin transitioning their vehicle fleets to electric vehicles (EVs) much sooner than the public. Beginning January 1, 2024, the California Air Resources Board (CARB) will require cities, counties, special districts, and the state with more than 50 vehicles in their fleets to inventory their fleets.
By March 1, 2024, we must submit an inventory report to CARB. Additionally, 50% of all new motor vehicle purchases in each calendar year must be zero-emission starting January 1, 2024. This number rises to 100% by January 2027 and includes all vehicle classifications, from class 2b to class 8. CARB offers another option called the ZEV Milestones Option, which allows cities to focus on the percentage of fleet that is electric rather than annual purchases. This option requires 10% of a city's fleet to be EVs by 2027.
A funding request, not exceeding $95,000, is being made from the CFD fund balances. This amount includes costs for the procurement an electric vehicle, dealer fees, taxes, registration, additional lighting for safe operation on the streets, tools and toolboxes, and graphics. The expenses would be divided among the CFDs based on the size of their landscapes and the cost to maintain them.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
269 9176 5575 CFD A Vehicle Cost Share
CFD A Vehicle Cost Share
$0.00 $3,290.00 Yes
269 9177 5255 CFD B Vehicle Cost Share
CFD B Vehicle Cost Share
$0.00 $8,565.00 Yes
269 9178 5255 CFD C Vehicle Cost Share
CFD C Vehicle Cost Share
$0.00 $15,690.00 Yes
269 9179 5255 CFD D Vehicle Cost Share
CFD D Vehicle Cost Share
$0.00 $7,610.00 Yes
269 9180 5575 CFD E Vehicle Cost Share
CFD E Vehicle Cost Share
$0.00 $3,682.00 Yes
269 9181 5575 CFD F Vehicle Cost Share
CFD F Vehicle Cost Share
$0.00 $1,265.00 Yes
ATTACHMENT 4
385
269 9183 5575 CFD H Vehicle Cost Share
CFD H Vehicle Cost Share
$0.00 $13,010.00 Yes
269 9184 5575 CFD I Vehicle Cost Share
CFD I Vehicle Cost Share
$0.00 $1,410.00 Yes
269 9185 5575 CFD J Vehicle Cost Share
CFD J Vehicle Cost Share
$0.00 $3,100.00 Yes
269 9186 5575 CFD K Vehicle Cost Share
CFD K Vehicle Cost Share
$0.00 $3,850.00 Yes
269 9188 5575 CFD M Vehicle Cost Share
CFD M Vehicle Cost Share
$0.00 $3,465.00 Yes
269 9189 5575 CFD N Vehicle Cost Share
CFD N Vehicle Cost Share
$0.00 $3,635.00 Yes
269 9192 5575 CFD O Vehicle Cost Share
CFD O Vehicle Cost Share
$0.00 $680.00 Yes
269 9193 5575 CFD P Vehicle Cost Share
CFD P Vehicle Cost Share
$0.00 $2,265.00 Yes
269 9194 5575 CFD R Vehicle Cost Share
CFD R Vehicle Cost Share
$0.00 $3,440.00 Yes
269 9195 5575 CFD S Vehicle Cost Share
CFD S Vehicle Cost Share
$0.00 $525.00 Yes
101 9182 5572 CFD G Vehicle Cost Share (GF Subsidy)
CFD G share of vehicle for landscape inspector and CFD
manager
$0.00 $600.00 Yes
213 9175 5572 L&L Cost Share for Vehicle
L&L share of vehicle for Landscape Inspector and David
Culbertson
$0.00 $19,000.00 Yes
Total $0.00 $95,082.00
Section 3 - Detailed Information
Objectives/Need for Request:
A funding request, not exceeding $95,000, is being made from the CFD fund balances. This amount includes costs for the procurement an electric vehicle, dealer fees, taxes, registration, additional lighting for safe operation on the streets, tools and toolboxes, and graphics. The expenses would be divided among the CFDs based on the size of their landscapes and the cost to maintain them.
Consequences of Not Funding:
CARB requirements were recently introduced, and non-compliance will result in penalties and fines and prevent us from meeting the city's sustainability goals. Additionally, failing to fund this request would delay the acquisition of the needed vehicle for our aging fleet. This can result in increased costs for maintenance and repairs of the currently used vehicles. It also increases safety risks due to inadequate lighting and storage. Furthermore, it may limit the Landscape team's ability to respond promptly to emergencies, resident requests, and landscape issues.
Alternatives Considered:
1. Continue using shared and borrowed vehicles from the City Hall fleet and from the Parks Maintenance Division. This is a temporary solution that is not sustainable in the long term. It can also be disruptive to operations, as vehicles may not be available when needed.
2. Using personal vehicles when needed and requesting mileage reimbursement. This is inconvenient and can be expensive for employees. It also creates a safety risk, as personal vehicles may not be properly equipped for work duties.
3. Risk penalties/fines for failure to comply with CARB’s regulations.
4. Risk not meeting City sustainability goals.
Section 4 - Attachments
Attachment Attachment Description
Final Regulation Order Final Regulation Order: Advanced Clean Fleets Regulation, State and Local Government Agency Fleet Requirements
ATTACHMENT 4
386
Final Regulation Order: Appendix A-4 Final Regulation Order: Appendix A-4, 2036 100 Percent Medium - and Heavy-Duty Zero Emissions Vehicle Sales Reqirements
ATTACHMENT 4
387
Budget Decision Package
$0.00
$65,000.00
$65,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00528
Status: Budget Review
Title: Urban Forest Revival and Preservation
Department: Parks & Recreation Priority: 2
Contact: Erin Rivas Phone: (916) 617-4537
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The City's tree preservation ordinance and fees help maintain our urban forest of over 100,000 trees, and support succession planting to ensure that we have a forest even when old trees die. The Parks Department requests an allocation of $65,000 from the Tree Preservation Fund this fiscal year to continue the Shade Tree Program, which allows residents to plant two trees at their homes. This program adds value to residents' lives and properties, improves the physical environment by reducing the heat island effect and heating bills, filtering the air, and improving mood and reducing stress.
The Shade Tree Program has been offered, as funding allows, over the years, but demand has increased significantly this year, with 178 requests for trees, a sixfold increase over the previous year. This is due in part to interdepartmental efforts to promote the program. The increased demand has exceeded the department's expected funding needs, which is why the department is requesting additional funds from the Tree Preservation Fund.
The department also seeks to preserve established heritage trees. These trees provide significant benefits, including lowering surrounding temperatures, increasing carbon sequestration, and promoting biodiversity. It would take the establishment of dozens of new trees to make up for the loss of a single heritage tree. The department sometimes needs to further investigate claims of high-risk trees to promote their preservation or take other action to promote and preserve heritage trees.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
212 9522 5259 Shade Tree Program Funding
Shade Tree Program Funding
$0.00 $50,000.00 Yes
212 9522 5259 Tree preservation Funding
Tree preservation Funding
$0.00 $15,000.00 Yes
Total $0.00 $65,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
This request seeks funding to continue promoting urban forest growth and heritage tree preservation, especially in underserved and established communities. This aligns with our goals to mitigate climate change and provide opportunities for residents to connect with nature.
Consequences of Not Funding:
Not funding this request would result in the loss of community support and momentum for growing our urban forest, as well as the loss of mature trees that could have been preserved.
ATTACHMENT 4
388
Alternatives Considered:
1. Reduce the number of shade trees available to residents.
2. Prioritize allowing residents to remote heritage trees when they could have been preserved with further investigation/action.
3. Approve a reduced budget for the project.
Section 4 - Attachments
ATTACHMENT 4
389
Budget Decision Package
$0.00
$60,000.00
$60,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00539
Status: Budget Review
Title: Health and Wellness Screenings for Firefighting Personnel Department: Fire Priority: 1
Contact: Lynda Vargas Phone: (916) 617-4723
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
This decision package respectfully requests ongoing funding for annual health and wellness physical exams for operational firefighting personnel. Annual, reoccurring firefighting physicals for tenured department members have become commonplace throughout the region and the firefighting industry at-large. This is largely attributable to the fact that firefighters face considerably elevated risks to their health as they are regularly exposed to high levels of carcinogens, stress, and disrupted sleep patterns. As such, these factors lead to higher-than-normal rates of cancer and cardiovascular disease in firefighters as compared to the general population. Early detection and treatment of these illnesses not only provides the greatest care for employees, but also saves significant costs related to treatment, firefighter backfill (overtime), an elevation in future premiums, and lost job productivity. As an added benefit, grant funding for large-scale FEMA grant programs which the City has applied for (SAFER, AFG) require applicants to disclose if they provide annual NFPA 1582 physicals to their firefighters. A department that does provide such physicals, as this decision package endeavors to establish, is considered more competitive by FEMA for grant funding as opposed to those that do not.
While the Fire Department’s current operating budget provides for initial health screenings of new employees, no funding exists for regular and reoccurring exams. Exams would include cardiopulmonary assessment, ultrasound screenings, blood testing and urinalysis, and an overall fitness and health assessment. These exams are tailored for firefighters and focused on specific organs and markers, and as such, differ considerably in terms of what an employee could reasonably expect to be offered at an annual physical through their primary healthcare provider.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9151 5261 Funding for annual health and wellness physicals for fire operations staff
Firefighters face considerably elevated risks to their health as they are regularly exposed to high levels of
carcinogens, stress, and disrupted sleep patterns, leading to higher-than-normal rates of cancer and cardiovascular disease in firefighters as compared to the general
population. Annual health and wellness physical exams for operational firefighting personnel can assist with early detection and treatment of these illnesses, providing the greatest care for our employees, in addition to significant cost-savings related to treatment, firefighter backfill (overtime), elevation in future premiums, and lost job
productivity.
$0.00 $60,000.00
Total $0.00 $60,000.00
ATTACHMENT 4
390
Section 3 - Detailed Information
Objectives/Need for Request:
1. Establish reoccurring funding for operational Fire Department staff to receive annual health and wellness screenings in order to facilitate early detection and intervention for various cancers and cardiovascular illnesses. This will result in improved morale and healthier employees.
2. Establishment of such a program within the Department will increase the Department’s competitiveness in seeking FEMA grant funding (SAFER grant, AFG grant).
Consequences of Not Funding:
1. Continuation of status-quo.
Alternatives Considered:
1. None
Section 4 - Attachments
ATTACHMENT 4
391
Budget Decision Package
$0.00
$60,000.00
$60,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00563
Status: Budget Review
Title: LPR and Camera Technology Program O&M Fund
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
As part of the City of West Sacramento’s plan to be a city where people can be safe and secure where they live, work and play, staff continues to develop a robust public safety technology ecosystem which includes traffic cameras, facility cameras, License Plate Reader (LPR) cameras which are integrated into the city’s real-time crime platform. While efforts are being make to develop a long term plan for purchase, implementation, installation and maintenance of this equipment, the city currently does not have a maintenance, repair and replacement fund established to fulfill the need to remain operational while the long term plan is developed. Funding is being requested to establish an Operations and Maintenance funding mechanism to conduct maintenance, repairs, replacement, installations and operational movements of cameras and LPR. While this decision package is being submitted by the police department, this fund will serve as a multi-department fund for the purposes of supporting the public safety technology ecosystem objective.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9116 5575 Operations and Maintenance Funding for Public Safety Technology
Funding is being requested to establish an Operations and Maintenance funding mechanism to conduct maintenance,
repairs, replacement, installations and operational
movements of cameras and LPR. The requested amount
is estimated based upon prior installation cost and service calls.
$0.00 $60,000.00
Total $0.00 $60,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Funding is being requested to establish an Operations and Maintenance funding mechanism to conduct maintenance, repairs, replacement, installations and operational movements of cameras, license plate reader cameras and other associated public safety technology.
Consequences of Not Funding:
Not establishing this fund will prevent staff from conducting the O&M of the city public safety technology equipment and will impact the ability to use the equipment to its full capacity.
Alternatives Considered:
No alternatives are being considered at this time.
Section 4 - Attachments
ATTACHMENT 4
392
Budget Decision Package
$0.00
$66,000.00
$66,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00570
Status: Budget Review
Title: Unmanned Aircraft System (UAS) Replacement
Department: Police Priority: 2
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
In 2022, the West Sacramento Police Department implemented an Unmanned Aircraft System (UAS) program and purchased initial aircraft and equipment with grant funds, budget allocations and through the use of asset forfeiture funds allocated by the Yolo County Law Enforcement Agency Coordinating Council.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9119 5575 Cost of UAS Equipment
Purchase of 3 DJI Advanced sets with the DJI Mavic 3
Thermal: $18,000
Purchase of 2 DJI Matrice 30T sets: $22,000
Purchase of 7 DJI Mini 3 sets: $12,000
Purchase of misc equipment for new aircraft: $3,000
$0.00 $55,000.00 Yes
101 9119 5258 UAS Training Increase
Increase in training funds to accommodate growth of the team, training replacement pilots due to retirement and new training needs.
$0.00 $6,000.00
101 9119 5240 Increase in UAS O&M
Increase in O&M to accommodate growth of the unit,
number of aircraft and unanticipated repair costs.
$0.00 $5,000.00
Total $0.00 $66,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The estimated lifespan of each aircraft is three years. The initial aircraft purchased is reaching is expected lifespan and this request is to begin a two year replacement plan of the aircraft. Aircraft which are part of the initial implementation are beginning to experience malfunctions and require costly repairs.
Consequences of Not Funding:
The consequence of not replacing the aircraft is the risk of equipment failure and a diminished operational capability.
Alternatives Considered:
The alternative is to not upgrade our current aircraft and operate beyond the estimated life span of our current aircraft.
Section 4 - Attachments
ATTACHMENT 4
393
Budget Decision Package
$0.00
$454,300.00
$454,300.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00578
Status: Budget Review
Title: Real Property Division
Department: Capital Projects Priority: 1
Contact: Fred Arnold Phone: (916) 617-4539
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
On February 15, 2023, City Council approved the transfer of Economic Development and Housing's (EDH) Senior Program Manager position to the Capital Projects Department (CPD) because the nature of their work more closely aligns with CPD. This position is responsible for the City's real property acquisitions, assets, property management and rights- of- way for Capital Improvement Projects. Some of the properties managed by this position include Roadway Inn, Flamingo Motel, Club Pheasant, Stone Lock and West Gateway Plaza.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9657 5255 Vehicle Maintenance & Expenses
Vehicle Maintenance - Car Wash = 1 vehicle @ $50 PM X
12MO.=$600; + Ramos Fuel & Oil+ $500 Per Month X 12
=$6,000 = Total Budget $6,600.
$0.00 $6,600.00
104 9657 5221 Communication devices, cell phone expense, Verzion card & tablet
Utilization for property site inspections and surveillance documentation, photos and reports of property condition. $0.00 $3,000.00
104 9657 5212 Measuring Wheel, Measuring Tape (Quanity of 1 each) Measurement of property and structures, boundary
recovery, etc.
$0.00 $250.00
104 9657 5215 PP&E- Vest, Hard hat, gloves & glasses; rain gear & boots Construction safety equipment, to comply with Cal OSHA, Personal Protection Equipment (PP&E) to comply with
Health & Safety Code. Required to wear PP&E during site inspection and site surveillance of City properties.
$0.00 $500.00
104 9657 5219 Latex Clothes, hand sanitizer, wipes, rags, First Aid Kit for vehicle (Kit)
Equipment is required for employee safety: Site
inspections entails encountering homeless individuals and encampments which contain bio-hazards, needles and
toxic waste.
$0.00 $250.00
ATTACHMENT 4
394
104 9657 5240 Bolt Cutters, A-frames, Fencing, Barricades, Chains & Locks
Equipment required to secure ingress and egress to City properties, i.e. Barricades, A-Frames, Bolt Cutters, Chains and Locks is estimated to cost approximately $3,000.
Fences required at 1801, 2400 and 2600 West Capital Ave to secure property from vandalism, nuisance behavior,
illegal parking, dumping, unpermitted pop-up events,
homeless encampments, illegal yard sales, etc. Fence
estimate for 2400 & 2600 West Capitol Ave average
approximately $15,000 per site, multiply X 3 sites =
$45,000 + $5,000 contingency = $50,000. Future fiscal
years will be used for fence repair and other minor repair work.
$0.00 $53,000.00
104 9657 5251 Office supplies
Division expense for use of office supplies, paper, pencils, copy machines, etc.
$0.00 $500.00
104 9657 5252 Postage
Division direct expense for Postage used. Legal Notices, Registered Mail, FedEx, UPS & USPS
$0.00 $500.00
104 9657 5256 Memberships and Dues
Annual dues and fees payable to Professional
Associations ie., APWA, CalEd, ULI and IRWA
$0.00 $700.00
104 9657 5257 Software Maintenance
Reduce budget due to project completion utilizing current software.
$0.00 $0.00
104 9657 5258 Professional training, travel, conferences & meals Attend professional training, travel, conferences & meals.
IRWA Annual Conference, IRWA Course, ULI, CalEd and
APWA
$0.00 $6,000.00
104 9657 5261 Professional Services
In prior years, non-operating/vacant City owned properties (i.e. Stone Locks facility, Pheasant Club, etc.) were funded from multiple cost centers and this request is to
consolidate the property management and maintenance
services into the Real Estate/Asset Management Program.
In FY23/24, the Real Estate/Asset Management Program
has expanded and acquired additional responsibilities
which include to address security, nuisance behavior,
weed abatement, and landscaping needs.
Cost Estimate
$100,000 On-call Landscape, Weed Abatement, Signage
Services
$40,000 Miscellaneous & Specialty Services (i.e. hazard mitigation, painting, trash hauling)
$140,000 Total
Offset by $20K reduction in GF for weed abatement
contractor
$0.00 $140,000.00
104 9657 5260 Legal Fees, KMTG
Legal Fees, other than Projects. Example this year
including legal review for several temporary permits for 3rd party use of City property i.e. TNT Firework, use of Club Pheasant Parking Lot, Jet Mulch Temp permit for use of
2600 West Capitol Ave, Review of Surplus Land Act
Statutes, Review of Oversight Board property transfer
agreement and resolutions, and Review DOF letters
regarding LRPMP property transfer.
$0.00 $3,000.00
106 9657 5241 Pheasant Club Maintenance
Pheasant Club Maintenance
$0.00 $70,000.00 Yes
ATTACHMENT 4
395
101 9152 5261 Weed Abatement Contractor
Reduce GF budget and add to Real Estate Maintenance
budget
$0.00 ($20,000.00)
261 9386 5241 Stone Lock Maintenance
Maintenance of Stone Lock facility
$0.00 $190,000.00
106 9020 5950 Tsfr from Measure G to Stone Lock Maintenance Fund Transfer to Stone Lock Maintenance Fund
$0.00 $140,000.00 Yes
261 9386 4990 Tsfr from Measure G to Stone Lock Maintenance Fund Tsfr from Measure G
$0.00 ($140,000.00) Yes
Total $0.00 $454,300.00
Section 3 - Detailed Information
Objectives/Need for Request:
The purpose of this decision package is to fund operational expenses necessary for the Real Property/Asset Division to execute the duties and responsibilities of this division. There is no existing funding within CPD to fund expenses such as small tools, equipment, safety clothing, office supplies, auto expenses, and professional services.
Consequences of Not Funding:
The Real Property and Asset Management Division of the Capital Projects Department will not have the funding necessary to execute the duties and responsibilities of the division effectively and efficiently.
Alternatives Considered:
Consideration to not performing the Property Management activities would result in the consequences: increase in first responder calls, increased nuisance behavior, blight would occur on City vacant lots and unsecured property.
Consideration was given to contracting out property management services. City is currently contracting property management services.
Consideration was given to performing property management services in-house. This would result in hiring additional City employees and purchasing equipment. Contracting the services presently is mor cost effective.
Section 4 - Attachments
Attachment Attachment Description
Fencing Cost Estimate
Barricades, Bollards, & Bolt Cutters Maintenance Equipment
ATTACHMENT 4
396
Budget Decision Package
$0.00
$145,000.00
$145,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00579
Status: Budget Review
Title: New Position - Project Manager I/II
Department: Capital Projects Priority: 1
Contact: Gary Predoehl Phone: (916) 617-4831
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
A new Project Manager position is requested within the 2024/2025 Budget to manage Capital Improvement Projects (CIP) in the Construction & Facilities Development (CFD) Division. With more facilities-type CIP projects programmed and expected in the near future, this position is crucial for keeping projects running effectively and efficiently.
Following a recent Department Assessment, it became evident that CFD Project Managers are handling a workload that is more than triple that of Engineering Project Managers, overseeing a significantly higher number of projects. While the average dollar amount managed per Project Manager remained relatively consistent in 2021/2022, a notable disparity emerged in 2022/2023, with CFD Project Managers nearly doubling the workload in terms of project dollar amount compared to their Engineering counterparts. This compelling data strongly supports the need for another Project Manager position within the CFD Division to effectively manage the workload and ensure efficient project delivery.
The Project Manager's position will be funded by the elimination of the existing extra-help position, internal work orders, and CIP project budgets. Without the approved of this new position, we may need to depend more on temporary staff, rely on third-party consultants to a greater extent, and possibly move away from our strategic planning objectives to manage the workload demands.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9652 5111 Funding for New Project Manager Position
The PM position will be funded 75%-80% by CIP projects, currently and in the future. The existing extra-help position will be defunded and the funds will be reallocate to this position.
$0.00 $165,000.00
101 9652 5112 Defund Current Extra-Help/Part-Time Position The existing extra-help/part-time position is being
defunded to help fund the permanent full-time Project
Manager position.
$0.00 ($20,000.00)
Total $0.00 $145,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Adding this new Project Manager position to the CFD Division will allow Capital Projects to complete CIP projects in a timely manner and allow Project Managers to keep up with the increasing demands of the City's and the CIP project requests.
ATTACHMENT 4
397
Consequences of Not Funding:
Failure to fund the new Project Manager position will hinder the ability to complete CIP projects efficiently and effectively, including unplanned emergency projects throughout the City. This shortfall in staffing could potentially lead to mistakes and issues arising during project execution, risking successful delivery of CIP projects. Without adequate staff, the department may struggle to manage project timelines, budgets, and resources, increasing the likelihood of delays, cost overruns, or the need for third party consultants. Additionally, the lack of staff may impede the department's ability to respond promptly and effectively to unplanned emergency projects, potentially compromising public safety and service delivery.
Alternatives Considered:
Alternatively, the department could explore other strategies to address staffing needs within the CFD Division. This could include adding a second extra-help position or hiring third-party consultants to assist the division with CIP projects.
Section 4 - Attachments
Attachment Attachment Description
PM I/II Job Description
New Position Request Form
ATTACHMENT 4
398
Budget Decision Package
$0.00
$217,500.00
$217,500.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00581
Status: Budget Review
Title: Replacement of obsolete emergency fire department radios Department: Fire Priority: 1
Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
This decision package seeks funding to replace current VHF and 800 mHz radios that are used by fire department personnel on emergency incidents. A substantial portion of the current cache of radios needing replacement was purchased in 2009 (15 years old) and is composed of units which are now obsolete, no longer supported, and are no longer repairable. The radios that we seek to replace the existing cache with are modern, digital-platform radios (as opposed to our existing analog models), and are supported by both CalFire and Cal OES; thereby facilitating nearly seamless interoperability on mutual aid responses as well as automatic aid responses within the region. The quantities in this project are to replace all current VHF portable radios with a radio that will be able to accomplish the goals and requirements of the VHF system while meeting state and federal requirements.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9151 5240 Funding to replace obsolete VHF and 800 megahertz radios
Funding the replacement of obsolete, non-repairable
analog 15-year-old emergency communication equipment
with modern/digital, functional, and repairable equipment ensures the safety of responders and residents.
$0.00 $217,500.00 Yes
Total $0.00 $217,500.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this package is to secure funding necessary to ensure the safe continuity of fire department operations. Functional, reliable, and modern emergency communications equipment is of paramount importance to ensuring the safety of firefighters as well as the public.
Consequences of Not Funding:
Alternatives Considered:
Section 4 - Attachments
ATTACHMENT 4
399
Budget Decision Package
$0.00
$30,000.00
$30,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00582
Status: Budget Review
Title: Yolo County Homeless Coordination Project - Supplemental Request Department: Economic Development & Housing Priority: 1 Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:
Homelessness & Communitywide Impacts
Description:
Project Type:
Change to Existing Program/Service
This item is a supplemental request to Council-approved DP-00536 to provide ongoing funding to Yolo County to support the Homeless Coordination Project, which has been in place since February of 1988. Through the Homeless Coordination Agreement, the County and cities of West Sacramento, Davis and Woodland jointly fund four months of cold weather shelter services each year for Yolo County residents without housing, and a Homeless Coordinator position within the Yolo County Health and Human Services Agency to provide coordination of the countywide homeless system.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
110 9014 5259 Measure E Funds for Yolo County Homeless Coordination Project
This request is to make this an ongoing annual fee funded with Measure E for Yolo County to provide warming center services and a Homeless Coordinator position to
coordinate homeless services with local jurisdictions.
$0.00 $30,000.00
Total $0.00 $30,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Reduce the incidence and impact of homelessness in the City of West Sacramento and Yolo County.
Consequences of Not Funding:
Homeless Services/Initiatives in West Sacramento are closely coordinated with Yolo County to ensure adequate tracking and services are provided. The City of West Sacramento Homeless Manager also coordinates with Yolo County Health and Human Services Agency to coordinate referrals and placements of homeless individuals with ties to West Sacramento.
Alternatives Considered:
Elect to opt out of Agreement and not provide essential services for individuals experiencing homelessness.
Section 4 - Attachments
ATTACHMENT 4
400
Budget Decision Package
$0.00
$60,000.00
$60,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00584
Status: Budget Review
Title: Replacement of obsolete SCBA air fill station at FS41 and critical upgrade of SCBA fill equipment Department: Fire Priority: 1 Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
This project seeks to obtain funding to replace 1 obsolete, OSHA non-compliant SCBA air fill station, which is located at fire station 41. This fill station constitutes critical fire department safety infrastructure, as it is frequently used to refill SCBA bottles. SCBA bottles allow firefighters to breathe clean air when in an environment which is immediately dangerous to life and health (IDLH), such as a structure fire, or a hazardous materials release. This air fill system, which is over 25 years old, has surpassed the end of its service life, is no longer serviceable, and is currently out of compliance with OSHA standards.
Additionally, this project seeks funding to make critical upgrades to the SCBA air fill station located at fire station 45.
The station 45 air fill system was designed in 2007, and while it is considerably newer than the aforementioned (and obsolete) system at station 41, it was procured when SCBA bottles were filled to 4500psi. Since 2016 and up to the present day, our SCBA bottles require 5500psi to be filled. The current system at station 45 was never upgraded to accommodate the pressure increase required to fill the current SCBA bottles to 5500psi. This request would upgrade station 45's air fill station to meet our current requirements for filling SCBA bottles.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9151 5241 Replacement of obsolete, non-serviceable SCBA fill station This one-time request will allow the fire department to replace 1 obsolete, non-repairable, OSHA non-compliant
SCBA fill station (station 41), and retrofit our second SCBA fill station (station 45) to enable it to fill our SCBA bottles to the appropriate pressure (6500 psi).
These SCBA fill stations constitute critical and essential infrastructure for the fire department's operational safety and effectiveness.
$0.00 $60,000.00 Yes
Total $0.00 $60,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to acquire one-time funding necessary to bring the fire department's two SCBA fill stations
Consequences of Not Funding:
Alternatives Considered:
ATTACHMENT 4
401
Section 4 - Attachments
ATTACHMENT 4
402
Budget Decision Package
$0.00
$240,000.00
$240,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00585
Status: Budget Review
Title: Lateral Hiring Incentives Pilot Program
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Recruitment and retention of qualified Police Officers is essential to maintaining the safety of West Sacramento. The Police Department is currently facing significant challenges in attracting experienced officers in the face of increasing retirements and competition from larger local agencies. To address these challenges, the police Department would like to implement a pilot program that offers hiring bonuses to lateral police officers.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9113 5111 Lateral Incentive
Hiring incentives for 8 Lateral Police Officer Positions $0.00 $240,000.00 Yes
Total $0.00 $240,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goals of this pilot program are:
1. Acquire experienced Police Officers rapidly
2. Address staffing shortages, stabilize the workforce, restore reduced services and improve response times
3. Provide a cost-effective method for hiring as training new officers can be resource intensive
4. Enhance diversity and knowledge by attracting officers from different backgrounds, cultures and jurisdictions Consideration can be given to utilizing personnel costs already budgeted to the Police Department that will not be spent due to chronic staffing shortfalls.
Consequences of Not Funding:
The police department will continue to struggle with lateral recruitment and will continue to hire and train nonexperienced police officers Alternatives Considered:
N/A
Section 4 - Attachments
ATTACHMENT 4
403
Budget Decision Package
$0.00
$41,400.00
$41,400.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00588
Status: Budget Review
Title: Security Information and Event Management (SIEM) Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
This decision package requests funds to move to a cloud-based security information and event management (SIEM) solution that will materially improve the City's cybersecurity posture through a partnership with the State of California.
Information security leaders are faced with a challenging task: provide consistent and reliable security in the face of growing complexity, increasingly diverse attack surfaces, growing alert volumes, and increasingly sophisticated and difficult-to-detect cyberattacks. Moving to a cloud-based security information and event management (SIEM) solution allows organizations to use automaton capabilities to assist their security operations teams and advanced AI/machine learning (ML) capabilities to detect advanced threats and provide improved protection to the City's network.
The California Department of Technology (CDT), Office of Information Security (OIS), Security Operations Center (SOC) performs 24/7/365 comprehensive monitoring for advanced cyber threats across on-premises networks, cloud environments, SaaS applications, endpoints, and event logs. This service is called Security Operations Center as a Service (SOCaaS). CDT offers these SOCaaS services free to California Government agencies that send their security information and events to their operations center for monitoring and analysis.
Using Microsoft Azure and the Microsoft Sentinel Security Information and Event Management (SIEM) product, the City could leverage the CDT group of senior analysts to conduct threat hunting in City logs to improve detection capabilities and find anomalies that are not automatically detected by our internal security team. The SOC monitors for tactics and techniques based on the MITRE ATT&CK Cybersecurity framework. When an investigation cannot be ruled out as a false positive the analyst sends Security Event Notifications back to the City's IT Division for further investigation.
A recent Cybersecurity health check conducted by the Public Risk Innovation Solutions, and Management (PRISM) organization through YCPARMIA (See Attachments) outlined our Information Technology Maturity model. In this report they identified that modern organizations have a strategy and process on how to handle the SIEM and SOC components of Information Technology and that the City could improve its maturity scoring by implementing services that address these areas (see recommendations on pages 15 and 16).
This decision package will materially improve the City's cybersecurity posture at a fraction of the cost of analogous private sector solutions, so we request approval of the subject funds.
Section 2 - Costs
ATTACHMENT 4
404
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5257 SIEM Fee to State of California
This expenditure is recommended by a security
assessment conducted through a consultant to
YCPARMIA, and would materially improve the City's
security posture at a fraction of the cost of analogous services provided by private sector entities.
$0.00 $41,400.00
Total $0.00 $41,400.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this decision package is to improve the City's cybersecurity through an affordable partnership with the State of California.
Consequences of Not Funding:
A recent study (see Attachments) assessed current efforts and recommended the approach outlined in this DP. If this request is not funded, staff will continue to do its best to secure the City's networks with existing resources.
Alternatives Considered:
There are private sector solutions that provide similar functionality to the recommended action. Staff is not proposing those because they are substantially more expensive than the proposed solution, but may not provide proportionately better utility to the City.
Section 4 - Attachments
Attachment Attachment Description
PRISM Security Health Check This is a report produced by a consultant to YCPARMIA. The recommended expenditure fulfills the recommendations found on pages 15 and 16.
ATTACHMENT 4
405
Budget Decision Package
$0.00
$40,000.00
$40,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00589
Status: Budget Review
Title: Annex Operating Expenses Reconciliation
Department: Economic Development & Housing Priority: 1
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Sustainable Customer Service Model
Description:
Project Type:
Change to Existing Program/Service
On September 2017, the City entered into an Option to Lease Agreement (Option) with Delta Lane Housing Partners, LP (Delta Lane Housing) in connection with the construction of West Gateway Place, a mixed-use 77-unit affordable multifamily rental project with 4,000 square feet of ground floor retail space. The Option allowed the City to lease all or a portion of any
vacant retail space if it hadn’t been occupied for more than 180 days. The City exercised its option to accommodate the City’s growing need for office space and to support anticipated City Hall renovation work. The City lease includes 5- year terms with options to renew for up to a total of 20 years. The City's monthly rent for the lease is one dollar ($1) plus its share of common area maintenance charges. In 2019, the City selected a design firm for the design and engineering of improvements. In 2020, the City bid the project and construction commenced. In 2023, the Economic Development and Housing Department staff moved into the new space.
Now that the City has been in the building for approximately one year, the City’s share of common area maintenance charges and space-specific costs are better defined. These costs are much higher than originally estimated and additional funding is needed to cover items not originally budgeted, including: taxes on the tenant improvements, janitorial and landscape services, PG&E and copier leases/service fees.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
106 9020 5221 Mobile Hot Spot
New ongoing expense associated with the operations of
the annex office for the EDH Department
$0.00 $500.00
106 9020 5222 PG&E
New ongoing expense associated with the operations of
the annex office for the EDH Department
$0.00 $15,000.00
106 9020 5241 Janitorial and Landscaping Services
New ongoing expense associated with the operations of
the annex office for the EDH Department
$0.00 $7,000.00
106 9020 5571 Copiers, Printers, & Furnishings
New ongoing expense associated with the operations of
the annex office for the EDH Department
$0.00 $7,000.00
106 9020 5259 Misc Annex Expenses
New ongoing expense associated with the operations of
the annex office for the EDH Department
$0.00 $5,500.00
106 9020 5515 Lease Payments/Pass-Through
New ongoing expense associated with the operations of
the annex office for the EDH Department related to the
lease agreement for the property.
$0.00 $5,000.00
ATTACHMENT 4
406
Total $0.00 $40,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Provide sufficient funding for the ongoing operations of the EDH Department at the City Hall Annex.
Consequences of Not Funding:
Closure of space and shifting staff back to City Hall.
Alternatives Considered:
N/A – There are no options to reduce costs, other than close the building.
Section 4 - Attachments
ATTACHMENT 4
407
Budget Decision Package
$0.00
$1,037,788.00
$1,037,788.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00590
Status: Budget Review
Title: New Fire Type I Pumper
Department: Fire Priority: 1
Contact: Steven Binns Phone: (916) 617-4606
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
The West Sacramento Fire Department is seeking funding to replace a 23-year old Type I pumper (fire engine) that has exceeded its useful life in years of service and service hours. A new Type I pumper will allow us to place our 13-year old Type I pumper into reserve status and remove our 23-year old Type I pumper from our fleet.
Note: if ordered in the Fall of 2024, the new Type I pumper will not be placed into service until the Spring of 2028 due to the manufacturing process.
Note: Type I pumper being removed from fleet is a 2005 Pierce Type 1 Pumper with 160,000 miles, license #E1195486, Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9151 5572 Purchase of Type I Pumper
The fire department is seeking to replace its 2005 Type I pumper (23 years old when the new one arrives).
$1,037,788.00 (Includes fire apparatus, radios, equipment, and tool mounting).
I haven't had a chance to speak with Roberta, but I
suspect we will finance it over 10 years. I'm not sure how much per year the payment will be.
$0.00 $1,037,788.00 Yes
Total $0.00 $1,037,788.00
Section 3 - Detailed Information
Objectives/Need for Request:
Vehicle replacement is addressed in Administrative Policy IV-C-3. In accordance with that policy, we are seeking to replace one vehicle (Type I pumper) that has exceeded its useful life in years of service, and service hours. Other goals are to reduce maintenance and fuel costs, out of service time, as well as increasing efficiency and firefighter and public safety.
Note: If ordered in the fall of 2024, the new Type I pumper will not arrive and be placed into service until the Spring of 2028.
Consequences of Not Funding:
Not funding a new Type I pumper would be detrimental to firefighter and public safety by having a piece of apparatus in the fleet in use past its recommended lifespan. Continued repairs to a 23-year old apparatus would be costly and provide little more than a temporary fix, when these funds could go toward a replacement apparatus instead.
ATTACHMENT 4
408
Alternatives Considered:
Alternatively, replacement could be postponed to 2025, but this would result in an increase in vehicle expenses, staff hours, and a reduction in reliability and efficiency and possibly jeopardize firefighter and public safety.
Section 4 - Attachments
ATTACHMENT 4
409
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00592
Status: Budget Review
Title: Discovery Preschool - Increase in Revenue
Department: Parks & Recreation Priority: 1
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Significant Increase
Preschool marks the beginning of a life-long learning career for children and is a foundational social health determinant. Discovery Preschool has been serving West Sacramento’s youngest residents for decades and is beloved by the community. The program provides part-day preschool for ages 2.9 to 5 years of age and utilizes a research based developmentally appropriate curriculum aligned with the California State Preschool standards, a comprehensive social emotional curriculum, and the teachers have a high level of education in Early Childhood Development.
In the Book of Fees Discovery Preschool is permitted to increase fees annually to account for increased cost of running the program. The Parks and Recreation Manager, with approval from the City Manager or their designee, has the authority to make fee adjustments, as needed, not to exceed 20% of the current fee. The current fee has remained at $22 per day since July 2022. The fee will increase 20%, for a daily fee of $26.40 beginning summer session 2024 to help cover increased cost of running the program. Revenue is anticipated to increase by approximately and $24,000 in 24/25.
Even with the increased revenue, there will still be an operational deficit due to minimum wage increases combined with an increased cost of doing business for custodial contracts and maintenance. The request is to increase the annual subsidy from the Measure E fund from $65,000 to $140,000 to continue to fund the annual operating costs of Discovery Preschool. This is an anticipated increase of $75,000 annually.
Additionally, the Discovery Preschool cost center has a current negative balance. An additional one-time transfer from Measure E of $115,000 is requested to bring this cost center into the black.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
110 9017 5950 Discovery Preschool Measure E subsidy
Measure E funds needed to bring Discovery Preschool out of structural deficit. These are ongoing annual funds
requested.
$0.00 $75,000.00
254 9555 4990 Transfer in from Measure E - Subsidy for Preschool Annual transfer in from Measure E to fund structural deficit. $0.00 ($75,000.00)
110 9017 5950 One-Time True-Up Discovery Preschool Transfer from MEasure E
one-time transfer from Measure E to bring Discovery
Preschool fund into black
$0.00 $115,000.00 Yes
254 9555 4990 One-Time True-Up Discovery Preschool Transfer from MEasure E
One-time transfer from Measure E to true up Discovery
Preschool Fund
$0.00 ($115,000.00) Yes
ATTACHMENT 4
410
Total $0.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of raising Discovery Preschool fees is to help cover increased cost of running the program and continue to provide the service. The objective of the one-time transfer from Measure E is to bring the cost center out of a deficit.
Consequences of Not Funding:
Cost center will remain in a deficit and there will not be sufficient annual funding to continue to operate the preschool without significant changes, including increases in fees (which may reduce demand for the program). Ultimately, if the subsidy is not approved, the preschool will not be able to continue to remain operational.
Alternatives Considered:
Operational expenses consist of wages and janitorial expenses so cutting operational expenses will result in poor sanitation and unsafe learning environment for children. The alternatives are to find a different funding source (General Fund, new tax measure, grants) or to close the preschool and no longer offer this much appreciated service.
Section 4 - Attachments
ATTACHMENT 4
411
Budget Decision Package
$0.00
$15,000.00
$15,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00593
Status: Budget Review
Title: Community Center - Black Box Theater Lightboard Replacement Department: Parks & Recreation Priority: 1
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
One Time Expenditure
The lightboard console used in the Community Center Black Box Theater is the original board that was installed when the building was constructed 14 years ago. A functioning lightboard is required in order to utilize the Black Box theater for community rentals, theater programs and movie nights. The board is beginning to fail and has been malfunctioning this past month including the hard drive making clicking sounds. A new lightboard console will run approximately $12,000 and there will be additional costs to have it installed by a professional Audio-Visual company.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9517 5575 Installation of New Lighting Board in the Community Center Black Box Theater
Current lightboard is 14 years old and is failing.
$0.00 $15,000.00 Yes
Total $0.00 $15,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To replace the 14-year-old lightboard console in the Black Box Theater at the Community Center.
Consequences of Not Funding:
The lightboard console will eventually fail and have to be replaced with a new board or a rented board.
Without a functioning lightboard console the Community Center will not be able to offer visual and performing arts to the community.
Alternatives Considered:
Renting a lightboard console, which will be more expensive over time than to replace it with one time cost, since the life expectancy of a new console is around 10 years.
Not offering visual and performing arts to the community, which would not be recommended.
Section 4 - Attachments
ATTACHMENT 4
412
Budget Decision Package
$0.00
$18,000.00
$18,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00594
Status: Budget Review
Title: Steam Cleaning Services – CAM and City Hall
Department: Parks & Recreation Priority: 1
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Significant Increase
High-powered steam cleaning is needed to remove graffiti, human waste residue, and other residues weather naturally occurring or due to human involvement from the benches, bus stop, entrances, of City Hall, the Community Center, the Yolo County Library, and the Los Rios College Building (the CAM). The areas need to be washed at least monthly using the steam cleaner, a pressure washer, and degreaser to keep the area safe, sanitary and looking respectably for residents and visitors. Current contractor unable to maintain the areas as needed. The desire is to increase the budget and return to the previous contractor who had a high standard of work and was also the second lowest bid.
Note: 2023 prices were $875/month; $10,500/yr + on call, on average we’ve spent $12,600/yr (including on call services). DC inflated the prices roughly 50% for anticipated price increases and is working to get three estimates to continue the work.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9680 5241 City Hall monthly entrance cleaning
Additional costs for City Hall monthly entrance cleaning. $0.00 $6,750.00
101 9521 5241 CAM monthly pressure washing/cleaning
Additional costs for CAM monthly pressure
washing/cleaning
$0.00 $11,250.00
Total $0.00 $18,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Improve the maintenance of the exterior of City Hall and the CAM by providing clean and sanitary public facilities in an area that is consistently defaced and defecated upon.
Consequences of Not Funding:
If the current contractor is kept, site conditions will continue to deteriorate; stains will age and solidify into the concrete and site furnishings.
Alternatives Considered:
1. Not fund the continued maintenance, leaving unsanitary and unsightly site conditions.
2. Enlist Public Works to scrub and clean surfaces
3. Ask Community Center and City Hall staff to take on the work Section 4 - Attachments
ATTACHMENT 4
413
Attachment Attachment Description
JA Steam Cleaning Estimate of cleaning costs required in the space Exhibit A - current conditions Pictures of current conditions demonstrate the need for a new contractor
ATTACHMENT 4
414
Budget Decision Package
$0.00
$7,965.00
$7,965.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00605
Status: Budget Review
Title: Professional Development Budget
Department: Parks & Recreation Priority: 2
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Significant Increase
To increase Training, Travel, and Meal's budget that will provide professional development funding for Recreation Center Staff for professional growth opportunities by attending conferences, workshops, seminars, and other training sessions that include registration, lodging, and travel. It is important that staff remain educated on recreation trends and operational efficiencies in order to stay relevant with the current needs of our community. There is currently an inequity of how much money is dedicated to full time staff professional development at the Rece Center compared to other departments.
Current budget, $2,035 + requesting $7,965 = $10,000.00 to support 8 FTE staff attending conferences, seminars, and workshops.
Funding to support professional development could be supported from the increase of Recreation Center Pass Holder fees in January 2025. In the Book of Fees, The City Manager, or his/her designee, has the authority to make midyear fee adjustments not to exceed 10% of the current published fee schedules.
Effective January 1, 2025, the Recreation Center Pass Holder fees will increase up to 10% per pass.
Since July of 2023, programs have increased in all areas and in some programs, numbers have exceeded prior to the pandemic. The Budgeted Revenue for 23-24 is $535,000 and we are projecting to hit $650,385 for the 23-24 fiscal year.
We anticipate fiscal year 24-25 to have a 10% increase on 6 months of the year which brings us to a projected $686,385 for the 24-25 fiscal year compared to the current budgeted amount of $565,000. The additional revenue can be used to fund professional development opportunities for staff in addition to the increase in wages and operational costs.
23/24 Budgeted Pass Holder Fee revenue = $535,000
23/24 Projected Pass Holder Fee revenue = $650,385
24/25 Budgeted Pass Holder Fee revenue = $565,000
24/25 Projected Pass Holder Fee revenue = $686,385
Section 2 - Costs
ATTACHMENT 4
415
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9515 5258 Professional Development Budget for Rec Center Staff Increase the professional training budget is to provide staff growth opportunities that will enhance their overall growth and understanding of recreational programs. Attending
conferences, workshops and seminars allows staff to
share creative and new ideas, programs, and network with other agencies that allows individual as well as facility growth.
$0.00 $7,965.00
Total $0.00 $7,965.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of increasing the professional training budget is to provide staff growth opportunities that will enhance their overall growth and understanding of recreational programs. Attending conferences, workshops and seminars allows staff to share creative and new ideas, programs, and network with other agencies in order to further develop and enhance the programs, services and facilities offered to the residents.
Consequences of Not Funding:
The consequences of not funding this request doesn't allow Recreation Center staff the opportunity for professional growth to create and develop new ideas from learning through conferences, seminars, and workshops.
Alternatives Considered:
Not funding professional development opportunities could lead to program stagnation and employee turnover.
Only funding partial amount and being more selective on who is able to attend workshops and conferences.
Section 4 - Attachments
ATTACHMENT 4
416
Budget Decision Package
$0.00
$18,950.00
$18,950.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00607
Status: Budget Review
Title: Rec Center Registration Software
Department: Parks & Recreation Priority: 2
Contact: Erin Rivas Phone: (916) 617-4537
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Change to Existing Program/Service
The Parks & Recreation Department is currently using Sportsman Software since 2009. Throughout the 15 years, staff have worked diligently to find creative solutions to a dated software and build work arounds to accommodate the many limitations that exist. After 15 years and program participation growth of 77% since 2008, Sportsman software can no longer facilitate what the growing needs are for the department. Since 15 years ago technology has changed drastically, and it is critical to find a better system that will improve workflows, efficiencies and coordinate the many functions required to run a recreation program including but not limited to: special events, facility/park rentals, playfield scheduling, participant registration, online registration, class reservations, Point of Sale transactions and Electronic Funds Transfers that collectively work together.
The past six months, staff have researched several registration systems that will meet the needs of all areas of the Parks & Recreation Department.
The current software budget is:
$2,050 annual subscription
$62,000 merchant transaction fees: credit card transactions per year is 1% transaction fee, 2.75% credit card processing fee that goes to the software company (this number fluctuates based on number of transactions throughout the year) Based on Research the proposed budget would be:
$7,000 annual subscription
$70,000 merchant transaction fees: credit card transactions per year is 1% transaction fee, 2.75% credit card processing fee that goes to the software company (this number fluctuates based on number of transactions throughout the year) We are requesting an additional $14,950 of annual recurring expense and $4,000 of one-time funds for software implementation.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9510 5257 New Registration Software for Park & Recreation New Registration Software for Parks & Recreation
$0.00 $4,950.00
101 9510 5261 Processing and Transaction Fees
merchant transaction fees: credit card transactions per year is 1% transaction fee, 2.75% credit card processing fee that goes to the software company.
$0.00 $10,000.00
ATTACHMENT 4
417
101 9510 5257 Implementation and Training Software Services Implementation and Training software services during
initial set up
$0.00 $4,000.00 Yes
Total $0.00 $18,950.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective is to purchase an updated registration software system that will improve staff efficiencies, customer experience and support the diverse programs and services offered by the Parks and recreation department.
Consequences of Not Funding:
The consequence of not funding this project will contribute to further inefficiencies, lack of coordination and inhibit the Parks and Recreation department to remain relevant with the community needs and technology advancements.
Alternatives Considered:
Continue with current software which is not recommended due to age of current system, lack of efficiencies and overall poor staff and customer experience.
Section 4 - Attachments
ATTACHMENT 4
418
Budget Decision Package
$0.00
$27,673.00
$27,673.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00610
Status: Budget Review
Title: After Hours Records Support
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
The Police Department's Records Unit is a vital part of the inner workings of public safety. The unit are responsible for processing and receiving all warrants, processing of all crime reports. traffic collisions, restraining orders, missing persons and stolen/recovered vehicles. For many years now, the Records Unit is staffed from 5:00 a.m. until 6:00 p.m. at which time our dispatch center (YECA) takes over the mandatory duties such as stolen vehicle entries and recoveries, missing persons entries and clear-ups, warrant checks and service and any urgent inquiries from outside agencies.
YECA announced that they plan to discontinue this service that covers these mandatory services by March of 2025.
Woodland Police Department has a 24/7 Records Unit and has offered to cover the needed hours and services previously provided by YECA.
Because this decision was made by the JPA, the WSPD must adjust for this service gap. The proposed service contract with Woodland PD would be the best local solution and the most cost effective.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9112 5310 After Hours Support from Woodland Police Department Annual Payment for After Hours Services for Records to
Woodland Police Department
Coverage from 6:00 p.m. to 5:00 a.m. and 24 hours
support on weekends.
$0.00 $27,673.00
Total $0.00 $27,673.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Police Department's goal is to create a services contract with the Woodland Police Department for after hours support of our Records Unit. This coverage would allow the Records Unit to operate in the same capacity and hours as they do currently and not require the Police Department to request 6 additional Police Records technician positions to provide the needed support.
Consequences of Not Funding:
The Police Department will be forced to ask for additional 6 Police Records Technician positions to cover the needed time frame and the Records Unit will be forced to operate in a 24/7 capacity.
Alternatives Considered:
The Police Department will need to hire 6 new Police Records Technicians, at minimum, and convert to a 24 hour/7 days a week unit.
Section 4 - Attachments
ATTACHMENT 4
419
Budget Decision Package
$0.00
$75,000.00
$75,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00611
Status: Budget Review
Title: GIS Master Plan
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
This decision package is intended to implement a recent consultant-prepared assessment of the IT Division, which concluded that the City is substantially underutilizing its Geographic Information Systems (GIS) functionality, and recommended that the City create a master plan to outline the city's long-term GIS needs, including hardware, software, and training.
Currently, the City has a two-person GIS staff housed in the IT Division, which is responsible for maintaining overall GIS functionality for the City. Individual departments utilize the software, and hire their own staff, who become "power users" of the system to do their work. For example, the Capital Projects Department has its own GIS Specialists, who perform GIS-related tasks for Capital Projects and other departments, including mapping City infrastructure and managing the process of new address creation.
GIS has the potential to do so much more for than mapping infrastructure. For example, other jurisdictions use this technology to map economic or demographic variables; to identify trends in law or code enforcement; and to support equitable investment of City resources, among myriad other uses. During the consultant's survey of every City department, expanded GIS capabilities was the most requested item in departmental surveys and interviews. The proposed GIS master plan would allow IT to develop a detailed roadmap of the specific investments necessary to create a better return on the City's substantial investment in GIS technology.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5261 GIS Master Plan Consultant
Since GIS technology benefits all departments, it is
appropriate to fund the study from the IT professional
services budget.
$0.00 $75,000.00 Yes
Total $0.00 $75,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this decision package is to develop a detailed roadmap that will allow the City to thoughtfully invest in hardware, software and training to maximize the community benefit of the City's GIS technology.
Consequences of Not Funding:
If this item is not funded, staff will continue to use GIS and make incremental service improvements on an ad hoc basis.
ATTACHMENT 4
420
Alternatives Considered:
The primary alternative to this decision package is to continue with the status quo of incremental, ad hoc efforts to advance the City's use of GIS functionality. Staff does not recommend this approach because this has been the historic practice that has resulted in the City lagging behind many other jurisdictions in its use of this vital technology.
Section 4 - Attachments
ATTACHMENT 4
421
Budget Decision Package
$0.00
$253,260.00
$253,260.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00612
Status: Budget Review
Title: Virtual Server and Network Infrastructure
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
This decision package requests funds for the replacement of the City's virtual servers, which are in year 6 of a five-year replacement plan. These servers, consisting of 10 physical servers (six at City Hall, four at the Police Department) provide infrastructure for 146 virtual servers that support the City's entire computing environment. While they are still under warranty and can continue to operate if necessary, the best practice would be to replace them at this time.
Note that the proposal is to finance this expense over five years, so the implications of this approach in terms of the Council authority requested will need to be considered. See the attached spreadsheet for the calculations behind the amounts requested in this DP.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5574 Virtual Server and Network Infrastructure This amount reflects one year of the five-year amortized cost of the proposed server replacement.
It is likely this amount will need to be split into principal and interest components for accounting purposes but it's
shown as one number here for clarity.
$0.00 $189,132.00
104 9034 5574 Sales Tax on Virtual Server Infrastructure This one-time expense reflects the estimated sales tax on the server purchase, which cannot be amortized and must be paid up-front.
$0.00 $64,128.00 Yes
Total $0.00 $253,260.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to minimize risk to staff productivity by timely replacing the City's servers on an industrystandard five year schedule.
Consequences of Not Funding:
The existing servers are still operative and under warranty; however, the cost to maintain them will grow as their parts become more scarce. Staff anticipates annual maintenance expenses of up to $40,000 after March of 2025. If necessary, the City can limp these machines through FY 24-25, and plan for the replacement project in the next two year budget. However, this approach will increase the risk that one or more servers or their components fail, which would cause substantial service disruptions. Further, leaving the existing servers in place may cause inefficiencies during the implementation of new software that could necessitate temporary measures that would be replaced when the new virtual servers are installed.
ATTACHMENT 4
422
Alternatives Considered:
The primary alternative that was considered was to simply do nothing at this time, and seek to fund these replacements as part of the next two year budget. As noted above, this approach is viable, but not preferred because it exposes the City to a higher risk of service disruption. Another alternative would be to move the City's entire infrastructure into the cloud, and transition to an operating expense cost model. This option may be preferred in the long run, but staff did not recommend it in this iteration because it would be an enormous undertaking, and there are still a number of unknowns about the cost of this approach.
Section 4 - Attachments
Attachment Attachment Description
Spreadsheet This spreadsheet includes additional background on the projections included in DP-00612.
ATTACHMENT 4
423
Budget Decision Package
$0.00
$40,000.00
$40,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00613
Status: Budget Review
Title: Capital Projects Social Equity Training
Department: Capital Projects Priority: 1
Contact: Gary Predoehl Phone: (916) 617-4831
Mandatory: No
Section 1 - General Information
Strategic Plan:
Equitable Investment Strategy/Programs
Description:
Project Type:
New Program/Initiative
This decision package requests funding for Capital Projects Social Equity Training to equip project managers with the knowledge and tools necessary to integrate principles of social equity into every stage of project planning, development, and implementation. This comprehensive training program addresses the critical need for fostering fairness, justice, and inclusivity in the execution of capital improvement projects.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9651 5261 Capital Projects Social Equity Training
This comprehensive training program addresses the
critical need for fostering fairness, justice, and inclusivity in the execution of capital improvement projects.
$0.00 $40,000.00 Yes
Total $0.00 $40,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Participants will delve into various aspects of social equity, including but not limited to:
Understanding Social Equity: Exploring the concept of social equity and its relevance to capital improvement projects.
Participants will gain insights into the importance of addressing disparities and ensuring fairness in resource allocation and project outcomes.
Identifying Vulnerable Communities: Learning how to identify and assess vulnerable communities that may be disproportionately impacted by capital improvement projects.
Engaging Stakeholders: Understanding the importance of inclusive stakeholder engagement in promoting social equity.
Participants will learn strategies for fostering meaningful participation from diverse community members, ensuring their voices are heard and valued throughout the project lifecycle.
Implementing Equitable Policies and Practices: Exploring practical approaches for integrating social equity considerations into project policies, practices, and decision-making processes. Training in the use of the Social Equity Awareness Form that will accompany new and proposed Capital Improvement Program projects.
Monitoring and Evaluation: Developing mechanisms for monitoring and evaluating the social equity impacts of capital improvement projects. Participants will learn how to establish performance metrics, collect relevant data, and assess project outcomes to ensure accountability and transparency.
ATTACHMENT 4
424
Consequences of Not Funding:
Without proper training, there's a risk of perpetuating disparities and injustices within communities. This could lead to marginalized groups facing disproportionate impacts, further widening the gap between privileged and disadvantaged populations. Failure to consider social equity in capital improvement program projects can expose the city to legal and regulatory risks.
Alternatives Considered:
N/A
Section 4 - Attachments
Attachment Attachment Description
Social Equity Awareness Form Social Equity Awareness Form developed within the Capital Projects Department for use with new and existing Capital Improvement Program projects.
ATTACHMENT 4
425
Budget Decision Package
$0.00
$120,000.00
$120,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00614
Status: Budget Review
Title: Trucks for Capital Projects
Department: Capital Projects Priority: 2
Contact: Gary Predoehl Phone: (916) 617-4831
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The Capital Projects Department is requesting budget to purchase two vehicles:
1) Truck for Construction Inspection Manager - a truck lease was budgeted when this position was approved, however, Enterprise has been unable to locate inventory that fits the City's needs. The Capital Projects Department is requesting budget to purchase a truck instead. The Construction Inspection Manager needs a designated truck to perform site visits and field work.
2) Truck to replace the Engineering truck - The currenting engineering pool truck is a 2001 Dodge Dakota with 75,281 miles. It has experienced many maintenance issues over recent years and is due for replacement. Public Works Fleet is supportive of replacing this vehicle. The Capital Projects Department initially considered leasing a truck but Enterprise has been unable to locate inventory that fit's the City's needs. The Capital Projects Department is requesting budget to purchase a truck instead. The truck is used by the engineering division for site visits and field work. The City's pool vehicles aren't available when needed, and don't have the same capabilities for handling rough terrain and transporting materials and equipment.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9654 5572 Truck for Construction Inspection Manager Designated truck is needed for the Construction Inspection Manager.
$0.00 $60,000.00 Yes
101 9653 5572 Truck for CP Engineering
Need to replace Dodge Dakota
$0.00 $60,000.00 Yes
Total $0.00 $120,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
1) To procure a truck for the Construction Inspection Manager and 2) to procure a truck to replace the Engineering Truck with a newer, more reliable option.
Consequences of Not Funding:
The Construction Inspection Manager won't have a designated vehicles for site visits and field work and the engineering division will have to continue to use an unpredictable and unreliable truck and continue to deal with maintenance issues.
Alternatives Considered:
Although the City's pool vehicles may appear as an alternative, they aren't available when needed, and don't have the same capabilities for handling rough terrain and transporting materials and equipment.
ATTACHMENT 4
426
Section 4 - Attachments
ATTACHMENT 4
427
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00615
Status: Budget Review
Title: WM Performance Review Consultant RFP
Department: Community Development Priority: 2
Contact: Traci Kent-Stone Phone: (916) 617-4586
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
One Time Expenditure
Prior to granting a contract extension to WM for collection services, the City may require a performance review be conducted by a consultant qualified to perform such a review. (Article 2 Collection Service Agreement) Regardless of the outcome of the performance review, the City is not obligated to offer a five-year extension.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
511 9450 5261 WM Performance Review
Expense for Performance Review RFP as contractually
outlined in the WM Collection Service Agreement.
$0.00 $71,000.00 Yes
511 9450 4810 WM Performance Review
Revenue from WM as they are contractually obligated to
reimburse the City for this contractual provision.
$0.00 ($71,000.00) Yes
Total $0.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Approving this package would allow staff to execute a contract with a consultant to perform a review of WM's performance for the calendar years of 2017-2024 (2.02.1) This review would determine WM's eligibility for a contract extension and fulfill provisions of sections 2.02 and 20.01.1 of the Collection Service Agreement.
Consequences of Not Funding:
It is important to note, this is a "net zero" request. Per the agreement (section 20.01.1), the City would contract and pay the consultant directly. However, WM is required to reimburse the City for the cost of the review up to $60,000/ review.
Starting in year 2021, this maximum contribution amount is adjusted annually by the same percentage change (4%) as the percentage change in the contractor's maximum service rates. Therefore, as of 2025, WM would reimburse the City a total of $71,191.51.
Consequences of Not Funding: The City would not execute a contract with a consultant to provide performance review services. Absent of a completed performance review by September 1, 2025, WM would automatically satisfy the terms of their contract and be eligible for a contract extension (2.02.1). Therefore, it is in the City's best interest to conduct a performance review by a qualified consultant so the City can determine if WM has fulfilled the terms of their contract.
Alternatives Considered:
Leadership could direct staff to perform the review in-house. This would not be ideal as in-house staff are not equipped to perform a review of this magnitude. A carefully selected consultant would possess the knowledge and skills to develop an effective sample methodology and benchmarks for assessing WM's performance. Additionally, a consultant would be more efficient in conducting a performance review thereby ensuring the City completes the review by September 1, 2025.
ATTACHMENT 4
428
Section 4 - Attachments
ATTACHMENT 4
429
Budget Decision Package
$0.00
$19,700.00
$19,700.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00616
Status: Budget Review
Title: Disaster Recovery as a Service
Department: City Manager's Office Priority: 0
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
This decision package request funds to provide a platform for Disaster Recovery as a Service. Currently, the City has no service or location available for disaster recovery in the event that both datacenters at City Hall and the Police Department become inaccessible. The current configuration leaves the City open to single points of failure that could leave key infrastructure unavailable for extended periods. (See attachments for a diagram of the existing and proposed systems.)
This service would provide a cloud service that we could replicate select Tier 1 Applications data as well as provide a recovery platform to stand up and connect to in disaster recovery situations to meet recovery time objectives. (Tier 1 Applications include Financial System, SQL and Reporting Server, Intranet, Email and Active Directory servers.) A recently completed study by the consulting firm Technology Crest recommended this approach in order to give the City additional resilience.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9034 5257 Disaster Recovery as a Service
This is the annual expense for the proposed Disaster
Recovery as a Service model.
$0.00 $17,400.00
104 9034 5261 Disaster Recovery as a Service Onboarding Cost (Onetime) This is the one-time onboarding cost to create the cloud resource for disaster recovery.
$0.00 $2,300.00 Yes
Total $0.00 $19,700.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this request is to eliminate the single point of failure in the event that resources at City Hall and the Police Department become inaccessible. The goal would be to provide a scalable platform to replicate and recover data in the cloud, ensuring resiliency against data loss, natural disasters and cyber attacks.
Consequences of Not Funding:
If the proposed item is not funded, the City will rely on both City Hall and Police datacenters to remain up in disaster situations. This is problematic because it could that in the event of a natural disaster or cyberattack, critical applications such as Finance Enterprise would have significant downtime until the data centers are brought back up.
Alternatives Considered:
Staff explored the possibility of purchasing redundant equipment and placing it in the Yolo County Datacenter. The cost of the equipment would be $200,000 and wouldn’t provide the same type of capabilities as would the proposed Disaster Recovery as a Service model.
ATTACHMENT 4
430
Section 4 - Attachments
Attachment Attachment Description
Spreadsheet This spreadsheet shows the proposed expenditure in the context of the planned three year commitment.
Diagram While admittedly not fully intelligible without translation from Dean, this diagram is included to help the reader visualize the role the proposed service will play in keeping key systems operable in a disaster. (The green rectangle is the redundancy that we would create in the cloud to back up the City's physical servers.)
ATTACHMENT 4
431
Budget Decision Package
$0.00
$100,000.00
$100,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00619
Status: Budget Review
Title: Increased Legal Fees
Department: Economic Development & Housing Priority: 1
Contact: Larry Lee Phone: (916) 617-4581
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
Over the past several years, annual legal fees to support the City's parking program have increased. More recently, the City has been involved in litigation with multiple parties related to shared operations of the Ziggurat Garage. This funding request is anticipated to cover additional litigation costs, as well as other legal costs associated with expanding and managing the City's parking program and new EV Charger program. There is currently sufficient fund balance in the Parking Fund to cover this Decision Package request.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
219 9328 5260 Litigation Related Expenses
This will fund legal expenses for the active litigation.
Please carry over any unused balance to the following
fiscal year.
$0.00 $100,000.00 Yes
Total $0.00 $100,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective is to fund additional legal expenses related to the City's expanding parking and EV Charging programs, as well as litigation costs related to the Ziggurat Garage operations.
Consequences of Not Funding:
Compromised litigation effort for the City.
Alternatives Considered:
Seek Council direction to abandon litigation efforts. There are no other alternatives for addressing parking and EV Charging program legal costs.
Section 4 - Attachments
ATTACHMENT 4
432
Budget Decision Package
$0.00
$1,200.00
$1,200.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00620
Status: Budget Review
Title: POLITICO Pro Subscription
Department: City Manager's Office Priority: 2
Contact: Doug Drozd Phone: (916) 617-5326
Mandatory: No
Section 1 - General Information
Strategic Plan:
Strategic Communications Program Development
Description:
Project Type:
Change to Existing Program/Service
This is a subscription to PoliticoPRO, which provides federal and state political news, reporting, and legislative tracking services. The two-year budget was approved with an allocated amount of $10,800 over two years. Subsequently, the previous subscription expired which meant that a new subscription was needed. Politico raised their two year subscription cost from$10,800 to $12,000. This means that an additional $1,200 is needed in the second year of the two year budget to cover these additional costs.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9016 5261 PoliticoPRO Subscription Budget Adjustment The subscription price of the service was raised from
$5,400/year to $6,000/year after the two-year budget had been finalized. This means that previous cost assumption of $5,400 per fiscal year is insufficient to cover the second year of the contract. This increase to $6,600 for FY 24/25 will ensure the subscription is paid in full.
$0.00 $1,200.00
Total $0.00 $1,200.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this subscription is to provide the City Manager and Government Affairs Manager with up-to-theminute news on state and federal policy matters that may impact the City. This ensures the City is ready to react immediately to these developments to protect and advance the City's interests. Additionally, this services provides the Government Affairs Manager with legislative tracking services, committee hearing readouts, and contact information for policymakers and their staffs.
Consequences of Not Funding:
The consequences of not funding this subscription are that the City Manager and Government Affairs Manager will be less equipped to act quickly on state and federal matters that may affect the City. Also, the City signed a two-year subscription and is subject to the terms of Politico's MSA if the City is unable to pay the balance of the cost.
Alternatives Considered:
N/A
Section 4 - Attachments
ATTACHMENT 4
433
Budget Decision Package
$0.00
$116,014.00
$116,014.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00621
Status: Budget Review
Title: Additional Funding for WS Home Run Paid Internship Program Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Home Run Enrollment Growth
Description:
Project Type:
Restoration of Program/Services
Additional funding will be required for the West Sacramento Home Run Paid Internship Program (budget line item 5261) in Fiscal Year 24/25 due to the continued growth of the Paid Internship Program, as designated by City Council in the 2023 Strategic Priorities, Management Priority of Home Run Enrollment Growth. An internal decision was made to cap enrollment growth for the internship program for Fiscal Year 24/25 as the cost for intern salaries and fringe benefits has gone up significantly in recent year, however the initial projection for growth of only 10-20% year over year went up significantly in summer of 2023. The line item will require an additional $65,000 for Fiscal Year 23/24, but that cost will be covered by funds already in the budget that will be unspent, and this Decision Package is requesting $90,000 for Fiscal Year 24/25.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
110 9017 5261 Funding for Home Run Paid Internship Program Enrollment Growth
In the City Council's Strategic Priorities for 2023 under Management Agenda, Home Run Enrollment Growth was
prioritized. In accordance with this, Home Run staff
increased and focused outreach to harder to reach high
school students and used a redesigned and improved
website to attract more and more diverse employers. This resulted in over 50% enrollment growth in Summer of 2023 vs 2022. Due to the higher number of interns benefitting from this program, and the increased costs for salaries and fringe benefits, our predicted budget for this program is off.
This will not raise the overall amount for the allotted Home Run budget, however, as we have underspent in other
areas, including personnel, and other Operations and
Maintenance line item this year, as well as over the past three years. If granted, we would request rollover funding to help cover the cost of this decision package. The
additional funding required for FY 2023/24 is in the budget already, and will not be required to cover the cost. The additional funding requested for FY 2024/25 is $116,014 and is based on the total expected for 60 interns working 32 hours per week for the entire summer. The minimum
wage with fringe benefits and onboarding cost added in for each intern is $21.29 per hour.
$0.00 $116,014.00 Yes
Total $0.00 $116,014.00
ATTACHMENT 4
434
Section 3 - Detailed Information
Objectives/Need for Request:
In alignment with the City Council's desire to grow enrollment in the West Sacramento Home Run program, our staff expanded outreach to high school students to apply for internships and to potential employers to supervise and mentor them. This resulted in a more than 50% enrollment growth for summer of 2023, and an anticipated continuation of high numbers of interns for summer of 2024. Although we are asking for this one time increase for this and next Fiscal Year, we plan to use our next two-year budget cycle, which will mostly fall in Fiscal Year 25/26 for summer of 2025 interns, to examine our impact, refine our goals, and come up with strategies for dealing with increased ongoing costs.
Consequences of Not Funding:
Staff would have to curtail the numbers of interns we could admit to the program, and many employers who have hired interns over the past few years would have to turn down applicants, and not provide the mentorship for the coming summer, or summer of 2025.
Alternatives Considered:
Grant partial funding with the plan to enroll fewer interns, or cut the amount of hours each intern could work for summer of 2024, and a portion of summer of 2025. Find alternative ways to fund the program.
Section 4 - Attachments
ATTACHMENT 4
435
Budget Decision Package
$0.00
$6,000.00
$6,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00623
Status: Budget Review
Title: Translation Software
Department: City Manager's Office Priority: 1
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
As part of the City's ongoing efforts to improve its communications, the City needs the ability to provide meeting materials, including meeting agendas and staff reports upon request, to members of the community who either speak a language other than English or speak English as their second language in a timely manner. Pariphrase is an easy to use software that translates materials into multiple languages using AI and will allow City staff meet the needs of our diverse community.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9022 5257 Translation Software
In previous years cost-savings in other accounts have
covered the cost of this software, however cost-savings will no longer cover the annual subscription fee of
$6,000.00.
$0.00 $6,000.00
Total $0.00 $6,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The purpose of this decision package is to help the City reach the non-English speaking community with important messages, meeting materials, and ultimately to reduce the barriers that prevent non-English speakers from participating in local governance.
Consequences of Not Funding:
If this item is not funded, the City will have to rely on contracted translators that are rarely able to turn around translation work quickly enough to allow for participation at City meetings and may also be cost prohibitive.
Alternatives Considered:
The alternative to utilizing online AI translation programs is to use contract translation services which usually require 5- 7 business days to return translated documents to staff. This is an impediment to participation at City meeting as the agendas are made available 24-72 hours prior to a meeting.
Section 4 - Attachments
ATTACHMENT 4
436
Budget Decision Package
$0.00
$50,000.00
$50,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00624
Status: Budget Review
Title: Additional Funding for Logikcull PRA Software
Department: City Manager's Office Priority: 1
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
Logikcull is a cloud-based software program that the City Clerk's Office and City Attorney uses to sort, review, and identify responsive records for public records requests, compile and store records related to discovery, and manage legal holds for disputes.
The City Clerk's Office is experiencing an increase in complex and voluminous records requests. Using Logikcull allows staff to meet deadlines by eliminating manual compellation review of documents that are potentially responsive to requests. With Logikcull, staff can respond to open records more requests in a timely manner while ensuring transparency and accountability.
Currently, the City has a contract with the vendor that allows the City to pay based on usage and the cost of using the Logikcull platform and storing records, in accordance with the City's retention schedule, in the vendor's cloud-based environment is calculated based on the number of projects, or requests, and the file size of the projects. This cost has increased and has now surpassed the amount originally budgeted.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9022 5257 Logikcull
The cost of this software is currently exceeding the amount budgeted. Staff is unable to predict the amount of storage needed month-to-month because the number and type of
records requests varies unpredictably, and staff cannot predict when legal cases will be completed and data that has been stored long-term will no longer be needed.
$0.00 $50,000.00
Total $0.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this request is to increase the budgeted amount to allow the City to enter into a subscription contract with Logikcull. Paying a monthly subscription fee would eliminate the fluctuation in the monthly cost for using this software. The City would pay an agreed upon monthly amount regardless of the number of projects or the amount of data being stored.
ATTACHMENT 4
437
Consequences of Not Funding:
If the City continues with the "pay as you go" contract, the monthly billings from Logikcull will vary month-to-month and staff would see large fluctuations in the monthly cost depending on the number and types of records requests received.
For example, in FY 2023/24 the monthly cost went from approximately $8K to $13K.
If staff were to limit the usage of the software, the time it takes to respond to requests would increase and additional staffing may be needed to manually review, deduplicate, and redact records.
Alternatives Considered:
To help reduce currently costs, the City Clerk's Office has started to download large projects from Logikcull and instead of storing them on the Logikcull cloud platform, they are being stored on an external hard drive. The downloading process is time consuming and not ideal as there is a risk of files being corrupted or damaged, making them inaccessibly if and when needed.
Section 4 - Attachments
ATTACHMENT 4
438
Budget Decision Package
$0.00
$30,000.00
$30,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00626
Status: Budget Review
Title: Fire Plan Review Backup
Department: Fire Priority: 2
Contact: Steven Binns Phone: (916) 617-4606
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Change to Existing Program/Service
In the 2021-2023 budget cycle, Fire requested and received funding to convert our third-party fire plans examiner (FPE) into a full-time position. Some of the major benefits included cost savings with work product increases of 66%.
Unfortunately, not long after hiring the full-time position, it was vacated and has been up until 4/25/24. With the position now refilled, we want to readdress the conversation and need of funding for work load management.
Given there is only one FPE position in the city, we are exclusively reliant on their ability to conduct inspections and process plan reviews within the expected timeframe of 10 days. As the workload has an ebb and flow, during the flow periods, the amount of work due to the number of projects or complexity of projects may overwhelm the FPE and extend the review timeline, which in turn will delay development in the city. This request is to guarantee funding to utilize third-party services during times of overwhelming workload as well as during absences for vacation or illness.
At this time, after covering direct staff costs, there is a small surplus. It would be the intent of this request to utilize this surplus revenue to subsidize the added cost for third-party services. Additionally, with the impending Book of Fees update, we have the ability to make adjustments to address any other additional costs.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9152 5261 Third-party plan review/inspection
Workload overflow for increased work, complex projects, and staffing coverage.
$0.00 $30,000.00
Total $0.00 $30,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The object of this request is ultimately to guarantee the Fire Department and City to provide a core service to the community without being interrupted by increased workload or foreseen or unforeseen staff absences.
Consequences of Not Funding:
Consequences for not funding would create delays in inspections and plan reviews resulting in delays in future city/project development. It would create an unpleasant and avoidable experience to our public/customers and add pressure to the single position that is responsible for the workload.
Alternatives Considered:
The other option is to hire another full-time FPE, but there isn't enough regular work and the option would be significantly more expensive.
Section 4 - Attachments
ATTACHMENT 4
439
Budget Decision Package
$0.00
$10,000.00
$10,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00627
Status: Budget Review
Title: Parks Sign Purchase
Department: Parks & Recreation Priority: 2
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
One Time Expenditure
There is currently a great deal of misinterpretation of when parks are open to the public. Numerous factors and variables are at play that conflict with the standard “Dawn to Dusk” public hours referenced as when City parks are open to the public, such as lit sports fields vs. unlit walking trails. These misinterpretations result in significant challenges in enforcing after dark park activity, parking enforcement, and ensuring safety especially in parks such as Riverwalk and Broderick Boat Ramp. Signage, with clear and succinct messaging will help to further reduce or limit unsafe activities and promote appropriate park use.
The 10 signs planned for the initial installation will help in the standardization of City Park signs including consistent and clear messaging. This will help to greatly reduce miscommunications and misinterpretations of current city signs with varying messages and standards, while also helping to improve the health and safety of our community through proper management and enforcement of City Park Hours. The signs will be installed in varying areas city wide where there is both unsafe activity frequently found outside of normal park hours, and where inconsistent messaging creates misinterpretation and misuse of parks.
The cost for the ten newly designed park signs is estimated by staff using similar purchase cost history, along with estimated time and material costs for the installation. There is a 25 % contingency included as part of this funding request, as design costs and install costs can vary greatly due to numerous factors. Funding through Measure N for the cost of sign design and purchase, as well as the installation of the new signs.
Staff is requesting $10,000.00 of One-Time General Fund for the design, purchase, and install of 10 signs to begin the institution of standardized, clear and consistent park hours signage.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
111 9375 5241 Park Signs Purchases
Purchase of park signs.
$0.00 $8,000.00 Yes
111 9375 5241 Park sign purchase contingency
Contingency for purchase of park signs. Should be paid
from 111-9910-5241.
$0.00 $2,000.00 Yes
Total $0.00 $10,000.00
ATTACHMENT 4
440
Section 3 - Detailed Information
Objectives/Need for Request:
The goal is to fund the expenses related to the purchase and install of 10 signs in order to increase public safety and limit unsafe after-hours park utilization.
Consequences of Not Funding:
Not funding these signs would result in continued unsafe use of parks outside of normal park hours; along with inconsistent and unclear messaging community wide, resulting in misinterpretation of department and City policy.
These two alone greatly impact the health and safety of our entire community.
Alternatives Considered:
1. Not introducing new standardized park hour signs - Pros: savings in cost of sign purchase and install expenses, Cons: Continued unsafe use of parks outside of normal park hours.
2. Not standardizing park signage - Pros: Savings in cost of sign purchase and install expenses, Cons: Inconsistent and unclear messaging community wide, resulting in misinterpretation of department and City policy.
Section 4 - Attachments
Attachment Attachment Description
Measure N Analysis Measure N Analysis for purchase of park signs
ATTACHMENT 4
441
Budget Decision Package
$0.00
$4,266.00
$4,266.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00628
Status: Budget Review
Title: CityRover Software
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
CityRover is an automated detection system that attaches to the windshield of a vehicle (similar to a dash cam). It detects and reports infrastructure issues to the MMS system, helping the City proactively address deficiencies and promote safer roads while reducing repair and maintenance costs. This is ideal as it auto detects the issues, meaning that staff does not have to stop to create a new workorder (or take pictures) every time an issue is noted, allowing greater overall documentation.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
201 9210 5257 CityRover Contract Expenses
Annual cost for software. The current agreement can be
canceled at any time but has a three-year price guarantee. $0.00 $4,266.00
Total $0.00 $4,266.00
Section 3 - Detailed Information
Objectives/Need for Request:
This software integrates with the existing MMS system to allow auto generation of Workorders, which can then be assigned to appropriate personnel.
Consequences of Not Funding:
The City has entered into a one year agreement with CityRover. If this is not funded, the contract will need to be terminated.
Alternatives Considered:
There are other pothole detection systems available; however, CityRover is one of the only AI systems that integrates into existing management systems, allowing it to generate workorders.
Section 4 - Attachments
ATTACHMENT 4
442
Budget Decision Package
$0.00
$120,000.00
$120,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00629
Status: Budget Review
Title: City Hall HVAC Rental
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Significant Increase
Rental HVAC units for City Hall; rentals will continue until the units are replaced. Current projection is project completion by December 2024. Original appropriation approved by Council on 07/20/2022 at $20,000 per month (Resolution 22-101).
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9325 5245 City Hall HVAC Rental
$20,000/month for 6 months through project completion.
$0.00 $120,000.00
Total $0.00 $120,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Maintain temperature in City Hall.
Consequences of Not Funding:
The project had delays and the rentals will need to be continued.
Alternatives Considered:
None
Section 4 - Attachments
ATTACHMENT 4
443
Budget Decision Package
$0.00
$150,000.00
$150,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00631
Status: Budget Review
Title: Citywide Arts Master Plan
Department: City Manager's Office Priority: 3
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Public Art has historically been installed on an ad hoc basis based on project or grant-funding opportunities and staff often rely on consultants to assist the City with public art solicitations, contracting with artists, and overseeing the construction and installation. The City regularly receives requests each year from community groups for smaller-scale public art projects (Wide Open Walls, Historic Society, Girl Scouts, Art Guild, etc.) and absent having a Citywide Public Art Policy, there is little direction or resources available to respond effectively to these requests. Many other jurisdictions have implemented citywide art master plans that consider types of art by geographic location, facility type (i.e. trails vs. parks vs. city buildings vs. gateway locations, etc.), private and public projects and programming. The Washington District Art Implementation Plan was funded by a grant through the California Endowment for the Arts and developed strategic public art curation for the Washington District. A citywide arts master plan would expand what was done in the Washington District and provide recommendations for investing in public art, requiring art in private developments and considering programming such as cultural and special events.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9910 5261 Citywide Arts Master Plan
Cost for completing master plan - This estimate was based on other recently-completed art master plans in the region. $0.00 $150,000.00 Yes
Total $0.00 $150,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Expand access to, and create more strategic investment of, public art citywide.
Consequences of Not Funding:
Continue to implement public art projects on a project-by-project basis.
Alternatives Considered:
Delay completing a citywide arts master plan until a later date.
Section 4 - Attachments
ATTACHMENT 4
444
Budget Decision Package
$0.00
$11,940.00
$11,940.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00632
Status: Budget Review
Title: Parks and Recreation Tablet Purchase
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Information Technology Project
As our City parks continue to grow in number and complexity, and in an effort to improve staff efficiencies through the use of improving technologies in Computerized Maintenance Management Software (CMMS), along with numerous other program and software use in a mobile environment, there is an immediate need for the purchase of tablets with the associated hardware and protective accessories.
The Tablets will be used daily by Parks Operations Chief Parks and Grounds Workers in their roles supervising staff, administering daily Public Stuff requests, performing regular detailed inventories and assessments, building data for future planning and staffing needs, monitoring and making edits to field and park rental programming software, etc.
Parks and Recreations Project Manage/City Arborist and our new Landscape Inspector position will also use these tablets on a daily basis, for not only the areas of use described above, but also working daily with our robust tree inventory software and thorough tree permit administration.
Along with these needs, there is an immediate need for tablets in the administration areas of our Recreation Center and Community Center. These tablets will allow these areas to begin administering CMMS Work Orders remotely, begin initializing mobile event or program registrations to better engage with possibly underserved community members, and to help build future planning needs for additional technology needs. The City’s Public Works Department has also already integrated this exact type of equipment (i.e. tablets) for the daily use of their field staff’s use of their CMMS System, and their positive feedback of the equipment has helped show the immediate need of this equipment for the Parks and Recreation Department.
The cost for the ten tablets and associated software and accessories was obtained from the City’s IT Department, who will help with the institution of these devices. The requested budget also shows the monthly cellular plan cost per device (also provided by the City’s IT Department), as these devices will frequently be used in an environment or area where Wi-Fi is not available, and one of the priorities of these pieces of equipment is their use in the mobile or remote environments. Funding is provided through a combination of a collaboration with the City Manager’s Office Smart Cities Initiative for the cost of the equipment and accessories and The General Fund for the cost of their monthly data plans.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
110 9018 5574 Purchase of Equipment - Tablets
Purchase of Equipment – 8 Tablets with accompanying
software and accessories - $1149/Tablet
(Parks and Recreation)
$0.00 $9,192.00 Yes
ATTACHMENT 4
445
212 9522 5574 Purchase of Equipment - 2 Tablets
Purchase of Equipment – 2 Tablets with accompanying
software and accessories - $1149/Tablet
(Tree Mitigation Work)
$0.00 $2,298.00 Yes
212 9522 5221 Monthly Data Plan Costs - Tree Program
Purchase of Equipment – 2 Tablets with accompanying
software and accessories - $1149/Tablet
(Tree Mitigation Work)
$0.00 $90.00
101 9515 5221 Monthly Data Plan Costs - Rec Center
Monthly Data Plan Costs - $45/Month Per Tablet for 2
Tablets (Recreation Center)
$0.00 $90.00
101 9517 5221 Monthly Data Plan Costs - Community Center Monthly Data Plan Costs - $45/Month Per Tablet for 1
Tablets (Community Center)
$0.00 $45.00
101 9520 5221 Monthly Data Plan Costs - Park Operations Monthly Data Plan Costs - $45/Month Per Tablet for 5
Tablets (Parks Operations)
$0.00 $225.00
Total $0.00 $11,940.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this funding request is to fund the expenses related to the purchase of 10 Tablets with accompanying software and accessories to improve workflow, efficiencies and response timeliness, Consequences of Not Funding:
Not funding these equipment replacements would result in continued staff inefficiencies, combined with a failure to integrate into new technologies and systems that would help to improve numerous avenues of the entire Parks and Recreation Department. Along with this, not approving funding for these purchases would also result in reduced funding available in the Park Maintenance budget for other necessary department needs when this technology will eventually be required for many of the programs the Parks Operations team uses daily.
Alternatives Considered:
1. Not Introducing new technologies and related equipment - Pros: savings in cost of equipment and monthly data charges, Cons: Decreased response times to work needs and engagement/responses to community requests through Public Stuff, emails, and all other forms of communication, as well as failure to improve staff efficiencies where possible.
2. Not introducing new technologies to staff - Pros: Savings in cost of equipment and monthly data charges, Cons:
Leaving staff unprepared for future implementation of new and improved/emerging department and City programs and software
Section 4 - Attachments
Attachment Attachment Description
Measure E Analysis Measure E Analysis for purchase of Parks and Recreation tablets.
ATTACHMENT 4
446
Budget Decision Package
$0.00
$85,956.00
$85,956.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00634
Status: Budget Review
Title: Accela Cloud Migration
Department: City Manager's Office Priority: 1
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
This decision package requests an additional $85,856 to fund year 2 of the agreement to migrate the Accela software platform from its current on-premise configuration into the cloud.
Accela is an enterprise software that is the backbone of the City's development-related permitting processes (including Planning, Building, Engineering, and Fire permit reviews), as well as the City's business license system. Following a major investment and years of implementation, today the City depends on Accela to facilitate timely review of permit applications, and business license issuance and tracking. The City is currently running an on-premise version of this software that is housed on City servers; however, Accela has announced that it will no longer support the on-premise version as of December 2025, and that all of its customers must migrate to the cloud-based version of the platform.
This cloud migration is functionally mandatory because (1) the City is completely dependent on Accela to facilitate legally compliant building activity, to track and issue engineering-related permits, to track planning applications, and to track business licenses; (2) Accela is providing no leeway or alternatives to the cloud migration; (3) the Accela software is complex, and is so intricately woven into the City's permitting process that it would take years to solicit a new vendor and transition to a new platform; and (4) there are a limited number of vendors who provide credible alternatives to Accela, and staff's initial research suggests that the cost for those products is more similar to Accela's proposal than to the City's current cost for the on-premise version.
Funding for years 3-7 of the Accela contract will be requested in future biennial budgets.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
221 9034 5257 Year 2 Additional Funding Request
This migration will necessitate a multi-year agreement that will need to be included in the next two year budget. There is $61,287 budgeted and an additional $85,956 is
requested to fund year 2 of the contract ($147,243).
$0.00 $85,956.00
Total $0.00 $85,956.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this decision package is to avoid a disruption to the City's permitting processes by facilitating a timely transition to the cloud version of Accela, and to accomplish that in a manner that is as cost effective as possible.
Consequences of Not Funding:
If the Council does not appropriate funds for the migration of Accela to the cloud, starting in 2025 the City could be left without a functional software platform to facilitate review of development or business license applications.
ATTACHMENT 4
447
Alternatives Considered:
As an alternative to the proposed course of action, staff (briefly) considered discontinuing the use of Accela and moving to a different vendor. However, this idea is entirely unrealistic. It took years and hundreds of thousands of dollars to implement Accela, and it can't be replaced in a few months. Further, on top of a very large one-time implementation cost, the annual per user expense for competing products is also likely to be substantially higher than the current cost. Staff also considered a no action alternative in which the City would continue to use the on-premise version of Accela even after it was no-longer supported by the vendor. This approach was rejected because at any time a glitch could occur that would be irreparable without vendor support, leaving the City with an unacceptable risk of a catastrophic failure that would render the City unable to process permits.
Section 4 - Attachments
Attachment Attachment Description
Excel Workbook This workbook includes Accela's proposal, along with three possible counterproposals. This DP is based on the "City Option D" tab. The staff proposal is outlined more fully in the "Macro Model" tab.
ATTACHMENT 4
448
Budget Decision Package
$0.00
$132,000.00
$132,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00636
Status: Budget Review
Title: Electrical Technician Vehicle Replacement
Department: Public Works Priority: 0
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
One Time Expenditure
The City currently employees two Electrical Technicians who are provided with GMC Savannah vans that were originally purchased in 2007. These vans have exceeded their useful life and also have visible marks of aging (faded, peeling paint, etc.)
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
501 9410 5572 Electrical Technician Van
Electric van replacement
$0.00 $66,000.00 Yes
506 9610 5572 Electrical Technician Van
Electrical van replacement
$0.00 $66,000.00 Yes
Total $0.00 $132,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Staff has researched and determined that replacing the GMC Vans with Ford E-Transit Vans would be the best solution. The E-Transit vans come with the same features as the existing Savannah vans (interior racks, bins, dropdown ladder rack) and are fully enclosed (necessary for the protection and safety of electrical parts). In addition, both of these vans are fully electric and will help the City meet the state electrical fleet mandate.
Consequences of Not Funding:
Several members of the public and other City staff have brought the deplorable state of the Electrician vans to staff attention. In addition, these vans are over 15 years old and the maintenance costs are increasing significantly.
Alternatives Considered:
Staff also considered purchasing non-electric vehicles; however, since electric options are available which will fully meet the City's needs and count towards the state mandate, this was not recommended.
Section 4 - Attachments
Attachment Attachment Description
E-Transit Van Quote
ATTACHMENT 4
449
Budget Decision Package
$0.00
$15,207.00
$15,207.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00637
Status: Budget Review
Title: Verizon Service Cost Increase
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
Public Works utilized MMS as our management system for all workorders, maintenance, and asset tracking. This system is optimized to work with tablets (the City uses iPads) that can be used in the field for real-time updates. There is an ongoing monthly cost associated with the service required to allow the iPads to communicate with the system in real time.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9325 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $5,005.00
104 9326 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $516.00
108 9210 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $543.00
201 9210 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $862.00
215 9230 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $672.00
501 9410 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $4,142.00
506 9610 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $620.00
506 9611 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $1,953.00
201 9205 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $46.00
506 9612 5221 Verizon Communication Increase
Additional funds as required to cover anticipated costs. $0.00 $848.00
Total $0.00 $15,207.00
Section 3 - Detailed Information
Objectives/Need for Request:
To true up the budget request for 2024/2025 in the Communications object code.
Consequences of Not Funding:
Shortfalls will need to be covered by other object codes.
ATTACHMENT 4
450
Alternatives Considered:
No alternatives were considered.
Section 4 - Attachments
ATTACHMENT 4
451
Budget Decision Package
$0.00
$5,000.00
$5,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00639
Status: Budget Review
Title: USDA APHIS Wildlife Services
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
Wildlife trapping services are provided outside of the animal services contract with Yolo County, as it is a service that Yolo County does not provide. Contract costs are currently budgeted at $30,000 per year, costs are projected to increase in FY 24/25 by up to $5000.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9120 5261 USDA APHIS Wildlife Services
Trapper service for wild animals for West Sac second year projected $5,000 contract cost increase.
$0.00 $5,000.00
Total $0.00 $5,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Continue provision of wildlife trapping services for West Sacramento.
Consequences of Not Funding:
Services for trapping nuisance wildlife such as skunks would not be available to residents.
Alternatives Considered:
Services for trapping nuisance wildlife such as skunks would not be available to residents.
Section 4 - Attachments
ATTACHMENT 4
452
Budget Decision Package
$0.00
$21,382.51
$21,382.51
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00640
Status: Budget Review
Title: Verizon Fleetmatics
Department: Public Works Priority: 0
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Significant Increase
The City has been on a two-year test with Verizon software for fleet tracking, including telematics and smog reporting.
Verizon is updating the system to the Reveal Fleetmatics platform in conjunction with Verizon Connect, and after a review of similar systems, staff determined that Verizon provides the services the City requires at the best price point.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9130 5255 Fleetmatics Annual Cost
101-9130-5255
$0.00 $957.00
101 9510 5255 Fleetmatics Annual Cost
101-9510-5255
$0.00 $382.80
101 9652 5255 Fleetmatics Annual Cost
101-9652-5255
$0.00 $382.80
101 9653 5255 Fleetmatics Annual Cost
101-9653-5255
$0.00 $382.80
101 9654 5255 Fleetmatics Annual Cost
101-9654-5255
$0.00 $1,531.20
104 9325 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $1,244.10
104 9326 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $1,818.36
108 9210 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $191.40
201 9205 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $621.60
201 9210 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $4,623.01
215 9230 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $861.00
251 9455 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $191.40
501 9410 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $2,781.90
506 9610 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $1,112.40
506 9611 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $3,152.34
506 9612 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $191.40
ATTACHMENT 4
453
610 9650 5255 Fleetmatics Annual Cost
Fleetmatics Annual Cost
$0.00 $382.80
650 9315 5255 Fleetmatics Annual Cost
650-9315-5255
$0.00 $382.80
652 9040 5255 Fleetmatics Annual Cost
652-9040-5255
$0.00 $191.40
Total $0.00 $21,382.51
Section 3 - Detailed Information
Objectives/Need for Request:
Verizon has offered to upgrade and install the necessary software on the City's fleet of vehicles (list to be provided; safety vehicles are not included at this time). As an existing client, Verizon is providing replacement systems and installation at no cost; the City will need to pay for the monthly tracking costs and purchase the necessary hardware for future new vehicle purchases. The system offers real-time tracking of vehicles; it also ties in with the vehicles diagnostic system and provides up-to-date maintenance issues to Fleet Mechanics, and the data can be used to satisfy the state's smog reporting requirements on some vehicles.
Consequences of Not Funding:
The existing trial software is obsolete; if the City does not move forward with this upgrade, then telematics will need to be installed on designated vehicles at a later date and an increased cost.
Alternatives Considered:
The Fleet Superintendent reviewed systems by Samsara, iWorks, and Verizon, before determining that Verizon best fit the City's current and future needs.
Section 4 - Attachments
ATTACHMENT 4
454
Budget Decision Package
$0.00
$22,000.00
$22,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00642
Status: Budget Review
Title: Painting Exterior of Apparatus Bay at FIre Station 42 Department: Fire Priority: 2
Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The apparatus bay (ie the garage that the fire engines are stored in) at station 42 has never been painted. It is a metal "tuff-shed" style butler building, and due to its construction type, lack of paint, and chronic exposure to the elements over the years, it is rusting and deteriorating. Additionally, the apparatus bay doors on this building have been patched/"band-aided" over the years with replacement garage door panels, resulting in a mismatched-checkerboard appearance. The lack of paint on this building and overall dilapidated appearance is therefore contributing to not only accelerated deterioration and lack of use, but also increased blight, which reflects poorly on the City. A coat of paint on the exterior of this apparatus bay (and the doors) would serve to arrest the deterioration, prolong the life of the structure, and enhance the appearance of a fairly prominent city building.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9151 5241 Exterior repaint of Station 42 apparatus bay, plus some replacement of some skin
Periodic painting is routine maintenance and serves to
protect and lengthen the lifespan of structures. This
particular structure has never been painted, and as such, is not only a worsening community eyesore, but it's very functionality is diminishing as it erodes away due to rust.
The current appearance of the structure does not reflect positively on the City, and it's functionality and lifespan are severely diminished by not performing this routine
maintenance.
This DP seeks one time funding to paint the complete
exterior of this apparatus bay and re-skinning portions of it that have totally eroded away, thereby prolonging its
lifespan and improving its appearance in the community. $0.00 $22,000.00 Yes
Total $0.00 $22,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To prolong the life of the physical structure as well as to improve the appearance of a prominent city facility.
Consequences of Not Funding:
Continued decay and deterioration of apparatus bay and ensuing reduction in useful life due to increased rust and exposure of an unpainted/unprotected surface to elements. Continued poor reflection on City due to worsening physical appearance of structure. Funding this DP will prolong the useful life of this structure.
Alternatives Considered:
NA
ATTACHMENT 4
455
Section 4 - Attachments
ATTACHMENT 4
456
Budget Decision Package
$0.00
$237,823.00
$237,823.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00643
Status: Budget Review
Title: Risk Management Premiums Increase
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
Based on early projections from March, premiums for Liability, Property and Fidelity through YCPARMIA are projected to increase from what was initially budgeted. Liability is estimated to increase by $31,888 in FY 23/24 and $161,131 in FY 24/25; Property is estimated to increase by $75,259 in FY 24/25 and Fidelity is projected to increase by $432 in FY 23/24 and $433 in FY 24/25.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9032 5271 Insurance-Liability
Increase premium estimates for FYs 23/24 and 24/25.
$0.00 $163,131.00
104 9032 5272 Insurance-Property
Increase premium estimates for FYs 23/24 and 24/25.
$0.00 $74,259.00
104 9032 5273 Insurance-Fidelity
Increase premium estimates for FYs 23/24 and 24/25.
$0.00 $433.00
Total $0.00 $237,823.00
Section 3 - Detailed Information
Objectives/Need for Request:
To ensure appropriate funding to maintain insurance coverage lines.
Consequences of Not Funding:
Budget may not be sufficient to ensure appropriate funding to maintain insurance coverage lines.
Alternatives Considered:
The only alternative is not to increase the funding to cover the projected cost increase.
Section 4 - Attachments
Attachment Attachment Description
YCPARMIA Early Premium Estimates
Risk Management Budget Changes
Summary
ATTACHMENT 4
457
Budget Decision Package
$0.00
$9,820.00
$9,820.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00644
Status: Budget Review
Title: Animal Services Budget
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The City contracts with Yolo County, as do other cities in Yolo County, and the cost for services are allocated to the member agencies based on a percentage of fixed costs and variable cost connected to jurisdiction-specific animal intake and call for services. The jurisdictions also get credit toward the cost of services for pet licenses sold as well as other revenue. Recent estimates from Animal Services indicates a slight increase in contract costs compared to current budget.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9120 5310 Yolo County Animal Services
Increase in estimated contract costs. $32,932 in FY
2023/24 and $9,820 in FY 2024/25.
$0.00 $9,820.00
Total $0.00 $9,820.00
Section 3 - Detailed Information
Objectives/Need for Request:
Ensure sufficient budget to maintain services for animal control and shelter.
Consequences of Not Funding:
The City would lack services for animal control and shelter.
Alternatives Considered:
None.
Section 4 - Attachments
Attachment Attachment Description
Animal Services Estimated Budget &
Allocations
ATTACHMENT 4
458
Budget Decision Package
$0.00
$200,000.00
$200,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00645
Status: Budget Review
Title: Downpayment Assistance for WSPD Officers
Department: City Manager's Office Priority: 1
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:
Explire Affordable Housing for Police and Educators
Description:
Project Type:
New Program/Initiative
This decision package requests $100,000 to fund a pilot program designed to make West Sacramento a more attractive location for new police officers to work and live by providing City-sponsored down payment assistance. This request would implement the 2024 Council Strategic Plan Management Agenda item, "Explore Affordable Housing Program for Police".
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
107 9910 5259 Downpayment Assistance
Funds would be used for direct support of downpayments
for qualifying new officers to purchase homes in West
Sacramento. This is two years of funding for the pilot
program.
$0.00 $200,000.00 Yes
Total $0.00 $200,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this program would be to enhance WSPD recruiting efforts by making it more affordable for new officers to purchase homes in West Sacramento.
Consequences of Not Funding:
If this program is not funded, the City will continue its existing recruiting efforts, and continue to develop less expensive ways to attract new officers. The Council Strategic Plan Item will not be completed, however.
Alternatives Considered:
Staff considered various methods of housing subsidy in response to the Council's Strategic Plan direction. Rental assistance or ongoing cash payments to offset housing costs were a possibility, but were discarded because they would create an ongoing administrative burden on the City. City purchase and discounted lease or sale of residential property was considered, but those options were discarded because they would be inordinately expensive and would create a substantial administrative cost. Down payment assistance is the preferred approach because it would be a one-time expense that could be capped at a predictable level and would minimize implementation cost.
Section 4 - Attachments
ATTACHMENT 4
459
Budget Decision Package
$0.00
$750,000.00
$750,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00647
Status: Budget Review
Title: HydroExcavator Truck
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
One Time Expenditure
Hydro excavation trucks use a combination of high-pressure water and a powerful vacuum to break up soil and debris on site and immediately remove it by placing it into the debris tank of the unit. This offers a more reliable and effective way to excavate compared to traditional methods. It eliminates the use of sharp/metal edges which mitigates the risk of damaging underground utilities. In addition, the handheld water component allows for greater precision during the excavation.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9611 5575 TueVac FLXX Hydro Excavator
Hydro Excavator truck
$0.00 $750,000.00 Yes
Total $0.00 $750,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The hydro excavation truck currently in use by the water distribution division is a 2007 model, making it well past it's 8- 10 year useful life expectancy, and has started requiring expensive repairs, causing significant downtime. Based on the age, this vehicle is also designated as a limited hour vehicle by the Air Resources Board, as it does not meet current air quality standards and cannot be modified to do so. The purchase of a new hydro excavation truck will allow the water distribution division to respond to calls in a more timely manner as well as decrease the amount of time and labor required to complete underground repairs.
Consequences of Not Funding:
The existing hydro excavation truck is averaging $5,000 in repairs, with downtime of anywhere from 2-6 weeks while waiting for parts to be sourced. The current issue has been quoted at $14,000. Based on the current state of the infrastructure for the City, a hydro excavation truck is a needed and necessary piece of equipment. Should the request not be funded, staff will be forced to continued to rely on an outdated piece of equipment that has increasingly longer downtimes due to the lack of available parts and consistent budget cost increases for the piece of equipment. This will cause staff to either use alternative excavating equipment, which is less precise and not ideal when dealing with buried infrastructure, or hand excavate, which increases job time and the possibility of injury.
Alternatives Considered:
As Water Distribution is an Enterprise Fund, alternatives are few and include using alternative excavation equipment or requiring employees to hand excavate.
Section 4 - Attachments
Attachment Attachment Description
TruVac FLXX Quote Owen Equipment Quote - Sourcewell contractor
ATTACHMENT 4
460
Budget Decision Package
$0.00
$4,200.00
$4,200.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00648
Status: Budget Review
Title: Sacramento River Joint Water Source Water Protection Program Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
City of West Sacramento is partnered with City of Sacramento and Sacramento County Water Agency (SCWA) in sharing the costs of the FY2024/25 Sacramento River Joint Source Water Protection Program and the Sacramento River and American River Water Utilities Voluntary Spill Notification Programs. In addition, EBMUD is a cost share partner in various Sacramento River Watershed Sanitary Survey follow?up topics, and EBMUD and WDCWA are cost share partners in the costs of Starr Consulting services for the Sacramento River water utilities voluntary spill notification program. FY2024/25 will also include the City of West Sacramento participating in the Lower American River Water Utilities Voluntary Spill Notification Program, in partnership with Carmichael Water District, the City of Sacramento, EBMUD, and SCWA.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9610 5310 Sacramento River Joint Water Source Water Protection Program
We just received the notice of the Sacramento River Joint Water Protection Program fees for FY 24/25 and they have increased over what we have budgeted, due to the Lower
American River Water Utilities Voluntary Spill Notification Program. This program proactively helps the WTP intake
in case the American River has a hazardous spill event. $0.00 $4,200.00
Total $0.00 $4,200.00
Section 3 - Detailed Information
Objectives/Need for Request:
The proposed cost share for FY2024/25 includes cost sharing of City of Sacramento Project management staff on the joint programs. Participation in the Lower American River Voluntary Spill Notification program is to proactively help protect the George Kristoff Water Treatment Plant Intake in case the American River has upstream flow during a watershed hazardous material spill event.
Consequences of Not Funding:
The City of West Sacramento is part of the Memorandum of Understanding for this Cost Share Program.
Alternatives Considered:
The City of West Sacramento is part of the Memorandum of Understanding for this Cost Share Program.
Section 4 - Attachments
Attachment Attachment Description
Cost Share Agreement FY 24/25
ATTACHMENT 4
461
Budget Decision Package
$0.00
$26,160.00
$26,160.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00649
Status: Budget Review
Title: SCADA Tower Transmitter Lease
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
SCADA (Supervisory Control and Data Acquisition) is used to tie all of the pump stations (water, sewer, storm) together. so that when an alarm is triggered staff can see what the problem is. The SCADA upgrade includes software upgrades as well as all of the devices- PLC's (Programmable Logic Controller), routers, radios, and the antennas. The SCADA upgrade was approved in 2018 as a CIP because all of the previously existing equipment and software had reached end of life.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
506 9610 5246 Crown Castle SCADA tower lease
Monthly lease of $2,180/month for 12 months. This will be a 3-year lease.
$0.00 $26,160.00
Total $0.00 $26,160.00
Section 3 - Detailed Information
Objectives/Need for Request:
In the SCADA upgrade, it was proposed to be able to provide additional reliability and expand the communication network. There was an existing tower at PSIP (Port) and one has been installed at the Water Treatment Plant. Having a 3rd tower access point allows the City to be able to continue to utilize the network and receive vital information. At the time, the City was looking at extending the tower at City Hall or possibly adding an additional tower, but the cost was prohibitive. When the pandemic hit, the entire project shut down. When the project resumed, it was determined that leasing space on an existing tower will allow the SCADA upgrade project to move forward while working to develop a long-term plan to build a new third tower.
Consequences of Not Funding:
Without the availability of a third tower, the City will not be able to monitor the entire City and all of the pump stations without additional upgrades to a tower or radio, which are prohibitively expensive options at this time.
Alternatives Considered:
The City has looked at retrofitting or installing a new tower at City Hall.
Section 4 - Attachments
ATTACHMENT 4
462
Budget Decision Package
$0.00
$66,500.00
$66,500.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00650
Status: Budget Review
Title: City Council Compensation
Department: City Manager's Office Priority: 1
Contact: Doug Drozd Phone: (916) 617-5326
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
California Government Code Section 36516 sets allowable city council compensation levels for general law cities based on city population size. The West Sacramento City Council currently is compensated at $300/month. However, at the City's current population size of 55,842, the City Council is eligible for compensation up to $1,600/month. This decision package proposes to increase City Council compensation from $300/month to $1,600/month.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
104 9010 5111 City Council Compensation Increase
The justification for this increase is to compensate the City Council at an appropriate level in accordance with state law. This reflects an increase from $300/month (4
Councilmembers +1 Mayor = $18,000/year) to
$1,600/month (4 Councilmembers + 1 Mayor =
$96,000/year) plus associated benefits that calculate as a percentage of salary. Annual ongoing cost is $114,000. FY 2024/25 cost is prorated for 7 months.
$0.00 $66,500.00
Total $0.00 $66,500.00
Section 3 - Detailed Information
Objectives/Need for Request:
Given the relatively small dollar amounts involved, City Council compensation has always been a somewhat symbolic gesture. However, it is a meaningful recognition of the time and expense that the City’s elected officials invest in their service to the community and could help ensure that residents of limited economic means are not discouraged from running for the City Council. As the City’s population has grown, the task of serving on the City Council has become increasingly complicated and time-consuming. Nonetheless, taking inflation into account, the value of the Council’s compensation has actually decreased over the years.
The objective of this decision package is to recognize the City Council's dedication of significant time and effort to City business by raising their compensation to the legally allowable level. This will be the first increase in City Council compensation since the City was incorporated in 1987.
Consequences of Not Funding:
The primary consequence of not funding this item is that Council compensation will remain at the same level it has been since 1987. This means that Council's time commitments will continue to far outstrip their compensation.
Additionally, not funding this item will potentially prohibit individuals of lower-income status from running for City Council because they will not be adequately compensated for their time.
ATTACHMENT 4
463
Alternatives Considered:
Staff considered alternative compensation amounts lower than the maximum allowable $1,600/month. However, it was determined that the time committed by the City Council to serving the public far exceeds the maximum compensation amount, and that $1,600/month was an appropriate compensation level.
Section 4 - Attachments
ATTACHMENT 4
464
Budget Decision Package
$0.00
$10,000.00
$10,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00651
Status: Budget Review
Title: Contract Renewal Budget Shortfall
Department: Community Development Priority: 2
Contact: Ryan Burnett Phone: (916) 617-5025
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
Larry Walker Associates (LWA) was awarded a two-year contract in August 2017 after staff conducted a request for proposals for stormwater permit-related technical and regulatory assistance. That two-year contract was reissued for FYs '19-'21 and FYs '22 -'24. Each two-year contract was historically budgeted for NTE $50,000. Staff is working to execute a contract for FYs '24- '25 and '25-'26 and is short $10,000 in funding ($5,000 per FY).
Julie Barbour Consulting was awarded a one-year contract in July 2020, re-issued in July 2021, and then reissued a twoyear contract for FYs ’22-’24 at NTE $7,000 ($3,500 per FY). Staff is working to execute a two-year contract for FYs ’24-’26 for an NTE of $9,800 ($4,900 per FY) and is short $4,648 ($2,324 per FY).
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
215 9232 5261 Consulant Services (Julie Barbour and LWA) Additional ongoing funds for consultant contracts related to MS4 permit renewal and compliance.
$0.00 $10,000.00
105 9910 5950 Transfer to Storm Water Maintenance
Transfer to Storm Water Maintenance fund for LWA and
Julie Barbour contract increases.
$0.00 $10,000.00
215 9232 4990 Transfer from Budget Stabilization Fund
Transfer from General Budget Stabilization Fund
$0.00 ($10,000.00)
Total $0.00 $10,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
This request aims to secure $7,324 in annual ongoing funding for LWA and Julie Barbour Consulting’s two-year contracts. To be conservative, staff is requesting $10,000 per year to allow for contingency funds for the necessary work. This request will provide for FY 2024/25 funding. Future year funding will be included in the biennial budget.
ATTACHMENT 4
465
Consequences of Not Funding:
Not providing additional funds will have an impact on LWA’s ability to assist the City with its crucial long-range planning efforts. LWA's recent contributions include the development of the annual trash survey assessments for the City's Track 2 Implementation Plan. The implementation plan sets out the City's goals and objectives to be met by the December 1, 2030, compliance date. With the State Water Board also preparing to re-issue the City’s Phase II MS4 General Permit, LWA’s permit technical support and regulatory assistance will be instrumental in ensuring compliance.
Not providing additional funds for Julie Barbour Consulting will have an impact on Julie’s public outreach program in the W. Sacramento Home Depot and Lowes stores to reduce the use of pesticides through the point-of-purchase program. Julie’s ongoing outreach efforts ensure compliance with the City’s Phase II MS4 General Permit.
Alternatives Considered:
The additional funds to make up for the shortfall are not provided (not recommended by staff). There are no additional funds within the existing budget to cut from another area. This work is required and does not have a specific funding source. It is funded through transfers from the General Budget Stabilization Fund which is funded annually through waste hauler franchise permit fees.
Section 4 - Attachments
ATTACHMENT 4
466
Budget Decision Package
$0.01
$100,000.00
$100,000.01
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00653
Status: Budget Review
Title: Development Review Process Evaluation and Innovation Plan Department: Community Development Priority: 2
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
NOTE: This is associated with the 2024 Council Management Agenda item: "Development Services Enhancements". 2024 Strategic Planning items are not yet available in the drop-down menu.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
650 9310 5261 Development Review Process Evaluation and Innovation Plan
The Development Review Process Evaluation and
Innovation Plan will begin to fulfill the Council's identified 2024 Management Agenda goal of enhancing
development services, as it will provide an objective and comprehensive evaluation of the process of development
review and permitting and will create a "road map" of
prioritized recommendations.
$0.01 $100,000.00 Yes
Total $0.01 $100,000.00
ATTACHMENT 4
467
Section 3 - Detailed Information
Objectives/Need for Request:
The Community Development Department (CDD)works to ensure homeowners, business owners, developers and construction professionals are in compliance with applicable City policies and codes for all types of construction projects. The overarching goal of CDD’s development process is to provide high quality, positive, timely and facilitative development review and inspection services to build a better West Sacramento.
Among the many activities, programs, and initiatives led by the Community Development Department, CDD is also responsible for the City’s development review process. Within that broad directive, the processing of land use-related applications, and facilitating of permits for private development and construction are primary. This issue paper focuses on pursuing a comprehensive development review process assessment, with the primary objective of evaluating the efficiency, effectiveness and transparency of the City’s processing of applications for development and permits for residential and commercial construction. The proposal would also include an assessment of the alignment between permitting fees and staffing. Ultimately, a comprehensive assessment would provide a set of measurable and actionable recommendations that could be prioritized and, if necessary, budgeted for implementation.
West Sacramento has a long-standing and well-deserved history as a visionary and strategic community that has paved the path through policy and action for high-quality and transformational development. As such, the city has experienced an influx of new development. The type and complexity of current development has placed demands on a planning and permitting process to maintain a fast and equitable review. Anecdotally, feedback from the development community varies on the process and transparency. In addition, some of the staffing levels from prior to 2009 have not yet recovered, creating bottlenecks in the current process timelines due to uneven staffing levels.
A comprehensive organizational and operational analysis of CDD could result in priority actions to create alignment within the Department on application review and handling, development communication workflows to improve efficiency, improving the utilization and expanding existing technological tools to provide greater responsiveness, transparency and customer service improvements. Ultimately, a “road map” in the form of an Action Plan would provide a base to which the Department could prioritize implementation, staff and customer feedback, and improve coordination.
Staff recommends that a budget item provide for the procurement of a consulting firm through the City’s competitive bid process. The intent of the assessment is to produce outcomes and results, with recommendations rooted in principles of stakeholder and customer involvement, transparency, collaboration, excellent service delivery and continuous, measurable improvement. With heavy workloads throughout the CDD and partner departments including Fire, Finance, and Economic Development and Housing, it is key that recommendations be tempered by the challenges of revising long-held processes and procedures while maintaining the organizational ethos of deploying innovation to improve service to the public.
Consequences of Not Funding:
Not funding this comprehensive evaluation could result in:
1. Increasing timelines for review and permitting of new development;
2. Greater frustration from the development community, residents and business owners as they navigate a less-thanstreamlined process; and,
3. Staff retention issues as pressure increases to maintain a high-level of performance.
Alternatives Considered:
Alternatives to funding this Council priority include:
1. Continued ad-hoc issue resolution pertaining to complaints about inefficiencies and slow response times;
2. Working Division by Division in CDD to address particular process inefficiencies, which would take longer to resolve than a a comprehensive review and implementation plan
Section 4 - Attachments
ATTACHMENT 4
468
Budget Decision Package
$0.00
$30,000.00
$30,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00654
Status: Budget Review
Title: Landfill Costs
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Significant Increase
The cost of hauling waste and debris to landfills has increased significantly over the last two years. In addition, the increasingly damaging winter storms have produced a significantly higher volume of waste and debris than in previous years. The City already has a robust diversion program in place, including separating waste/debris and a retention pond used to dry out dirt and other debris to make it lighter, as waste is charged based on weight. Despite staff's best efforts, this has not been enough to absorb the constantly increasing costs.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
108 9205 5241 Landfill Cost Increase
The cost for disposing of sweeping debris has increased significantly over the past year. If Measure K is unable to cover the increased cost, we would need to move the
request to 201-9205-5241.
$0.00 $20,000.00
501 9410 5241 Landfill Cost Increase
The cost for dumping dirt and other debris accumulated
while repairing sewer lines has increased dramatically in the past year.
$0.00 $5,000.00
506 9611 5241 Landfill Cost Increase
The cost for dumping dirt and other debris accumulated
while repairing water lines has increased dramatically in the past year.
$0.00 $5,000.00
Total $0.00 $30,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective is to provide adequate funding to cover disposal fees when hauling to landfills or contracting to have specific types of waste (tires, hazardous materials) picked up at the yard.
Consequences of Not Funding:
Staff hauls to the landfill or contacts for pickup when the diversion bins are nearing capacity. Worst case scenario would involve significant waste overflow into other parts of the yard, negating maneuverability of equipment and jeopardizing the safety of staff.
Alternatives Considered:
Unfortunately there are no alternatives to disposing of waste and debris. Staff does continually price check weight load costs at various landfills to make sure they are taking items to places where it is the least expensive. In addition, staff also continuously explores avenues of additional recycling opportunities.
Section 4 - Attachments
ATTACHMENT 4
469
Budget Decision Package
$0.00
$20,000.00
$20,000.00
Net Request (2023/2024):
Net Request (2024/2025):
Total Net Request:
Package ID: DP-00655
Status: Budget Review
Title: Southport Levee Trailhead Septic Pump Out Service Department: Parks & Recreation Priority: 1
Contact: Kate Smith Phone: (916) 617-4865
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Change to Existing Program/Service
Due to its location, and the lack of sewer infrastructure in its area, the newly constructed restroom facility at the Southport Levee Trailhead has vault style build used to capture and store waste. Similar to a home septic system, and identical to restrooms found in many state and national parks where sewer infrastructure is not present, this restroom facility needs to be pumped regularly to manage waste volumes. Unfortunately, the annual costs for this pumping and the contract that would be associated with it were not identified in planning as an ongoing operational cost.
Section 2 - Costs
Fund Activit
y
Object Description 2023/2024 2024/2025 One
Time
101 9520 5241 Septic pumpout service at the Southport Levee Trailhead The new restroom at the Southport Levee Trailhead
requires monthly septic pumpout service.
$0.00 $20,000.00
Total $0.00 $20,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this funding request is to fund an annual contract for septic pump out service at the newly constructed Southport Levee Trailhead restroom facility.
Consequences of Not Funding:
Failure to add the funding required for this service will lead to Operations and Maintenance (O&M) budget shortcomings or require the closing of the facility for health and safety (as well as public health code) requirements.
Alternatives Considered:
Not have a septic servicing contract in place would result in the restrooms remaining closed and not available to the public. Yolo County requires that the City have a contract with a septic service in place before allowing the restrooms to be open to the public.
Section 4 - Attachments
ATTACHMENT 4
470
Major Operating Fund Summaries
Most City funds are special revenue, debt, capital, and enterprise funds for which revenues received are legally restricted and may only be used for specific purposes. This section includes very high-level summaries of proposed appropriations in funds for which Council has more discretion on spending, and those which are the City’s primary operating funds, most heavily impacted from the midterm budget proposals being considered by Council. This section will focus on total amounts requested in each fund, and their capacity to fund the requests both in FY 2024/25 and into the future. Attachment 5 provides a summary of fund balances, midterm budget requests, and projected surplus/(deficit) and ending fund balance for each fund and shows that all funds remain with positive balances after funding the proposed midterm budget requests.
General Fund (101 & 107):
First, General Fund revenues are projected to come in significantly higher than budget due primarily to increases in property tax revenues, sales tax revenues (from prior reduction assumptions), and increased WO/ICAP reimbursements for staff charges to capital projects. Overall, General Fund revenues are projected to come in approximately $6.6 million over the current budget to result in annual revenue estimates of $82.1 million. A lot has happened with the General Fund since the biennial budget was adopted in June 2023. Council has approved Memoranda of Understanding with all bargaining groups, and updated benefit summaries for unrepresented groups since that time, as well as midyear adjustments for FY 2023/24 which have ongoing annual impacts. All of these changes have resulted in a much higher General Fund expense budget as well. For reference, the table below shows the difference in both General Fund revenues and expenses for FY 2024/25 BEFORE any midterm budget proposals are considered. As you can see, even with the $6.6 million in increased revenues, the net surplus for the year is projected to be approximately $216,613 less than when the budget was originally adopted last year.
The above table provides the General Fund revenues and expenses prior to proposed midterm expenditure adjustments. General Fund one-time requests total $6.9 million, primarily to cover $5.7 million in funding for capital projects, the largest two being the HVAC replacement at the Community/Senior Center and the State Streets Pavement Rehabilitation project, and $1.1 million in one-time O&M costs, including funding for the Downpayment Assistance pilot program and lateral hiring incentives program for the West Sacramento Police Officers. Ongoing O&M requests in the General Fund total $1.1 million, with the two largest amounts going toward new positions in the Police and Parks Departments and an annual financing payment for a replacement Fire Pumper.
The General Fund is projected to have a surplus of just under $1.6 million (less than 2% of annual expenditures) and an ending available balance of $333,319 after approval of mid-year budget proposals, including estimated cost allocation impacts of those proposals.
General Fund
FY 2024/25
Original
FY 2024/25
Revised Difference
Revenues $ 75,415,989 $ 82,053,226 $ 6,637,237
Expenses $ 71,957,207 $ 78,811,057 $ 6,853,850
Net Surplus/(Deficit) $ 3,458,782 $ 3,242,169 $ (216,613) FY 2024/25
Proposed
ORIGINAL SURPLUS/(DEFICIT) $ (3,418,573)
Revenue Adjustment 6,660,742
REVISED SURPLUS/(DEFICIT) $ 3,242,169
Total Cost of Ongoing Requests 1,691,437
O&M Requests 1,141,847
Cost Allocation (Estimate) 549,590
PROJECTED SURPLUS/(DEFICIT) $ 1,550,732
GENERAL FUND ONGOING
FY 2024/25
Proposed
FUND BALANCE $ 7,366,650
Total Cost of One-Time Requests 7,033,331
O&M One-Time 1,134,100
CIP 5,735,000
Cost Allocation (Estimate) 164,231
ENDING BALANCE $ 333,319
GENERAL FUND ONE-TIME
ATTACHMENT 5
471
General Support Services Fund (104):
The General Support Services Fund is what is known as an Internal Service Fund. This fund houses all of the costs attributable to the entire City, including fleet and facility operating and maintenance costs, insurance premiums, Finance, IT, Clerk, City Manager, and Council services, among other things. These costs are allocated to all City cost centers based on the level of service provided. For example, the costs for the Accounts Payable division are allocated to cost centers based on the number of invoices processed, etc. This fund does not have its own revenues. The costs are paid for by other cost centers through interfund transfers. The revenues each year exactly match the expenditures each year, but that means that any increase in expense in this fund will draw on available capacity in other funds. Approximately 60% of the costs in the General Support Services Fund are ultimately allocated to the General Fund.
Total midterm budget requests for the General Support Services Fund are $1.2 million, including $965,254 in ongoing annual expenses and $281,428 in one-time expenses. Ongoing expenses include insurance premium increases, real property maintenance costs, replacement of end-of-life virtual server and network infrastructure, the first increase in Council compensation since the City’s incorporation, and funds for continued City Hall HVAC rental for six months while the permanent system is constructed and installed, etc. The impact on the General Fund for these proposals is estimated at $713,821 ($549,590 annually).
Community Investment Fund/Measure G (106):
As described in the General Fund Sustainability Strategy adopted last year, the Measure G fund has contributed funding to various transformative infrastructure projects over the years and is the primary funding source for the operation of the City’s Economic Development and Housing Department, the Engineering Division of the Capital Projects Department, and other administrative functions related to the planning and delivering of infrastructure projects, economic development activities, and affordable housing.
Staff is currently developing budget policies for EIFD funds for the EIFD PFA to consideration at an upcoming meeting. Until this policy is adopted, staff continues to deposit tax increment revenues from the EIFD area into the Measure G fund. This practice is expected to cease by the end of this fiscal year, as staff is working on a strategy to issue bonds in 2025 to fund several infrastructure projects that are not eligible for grant funds and rely heavily on contributions or full funding from the City’s most discretionary revenue sources.
Measure G midterm requests include $3.8 million in capital project funding, $70,000 in one-time O&M funding and $443,751 in ongoing annual funding. These requests include funding for the Stone Blvd Extension project, acquisition of a Union Pacific right of way for access for future park facilities, the Grand Gateway Master Plan update, and the PA& ED phase of the Enterprise Crossing project.
The operational requests include funding for real property maintenance at several City facilities, operating cost increases at the new annex, and the new Community Investment Principal Planner position.
The Measure G fund is expected to end the year with an operating surplus of $3.4 million and a fund balance of $2.1 million after funding the midterm requests.
Measure K (108):
Sales Transaction and Use Tax (TUT) revenues have decreased annually for the past two years.
FY 2024/25 is the first year we expect to see an increase in this revenue source, since the declines began, however the expected revenues are still projected to come in under the adopted budget by an estimated $180,566 for the Measure K fund. As a result, there is one request to replace $250,000 in Measure K funding with one-time General Fund for an existing capital project to maintain a positive balance in this fund. Operational ongoing requests total $35,471 for cost increases in various areas, including cellular service and landfill costs. The Measure K fund is anticipated to end FY 2024/25 with an available fund balance of $236,233 as long as revenues recover as planned.
Measure E (110):
The Measure E fund revenues are anticipated to come in $115,155 under budget. Midterm requests for the Measure E fund total just over $400,000, including $142,925 in capital project funding, $240,206 in one-time funding, and a net increase of $27,416 in ongoing annual funding. Funding requests include $115,000 in one-time funds and $75,000 annually to subsidize Discovery Preschool operating costs and to eliminate the structural deficit. The Measure E fund is expected to end the fiscal year with a surplus of $304,289 and an available balance of $235,562.
ATTACHMENT 5
472
Measure N (111):
Measure N revenues are expected to come in $477,300 under budget. There was an error in the original budget which is what is resulting in the larger reduction in this fund than the other tax measure funds. Midterm CIP requests in the Measure N fund total $1.4 million and include funding for the Non-Arterial Street Pavement Rehab project, grant match funding for the Sacramento Avenue Complete Streets Corridor Improvement Plan, funding for the Sycamore Trail Phase 3 project and funding for two projects to expand sports programming at Alyce Norman Park. The Measure N fund is anticipated to end the fiscal year with available balance of $743,710 after funding midterm requests.
Road Fund (201):
Due to increases in expense appropriations in the Road fund related to approved MOU and updated benefit summaries for labor groups, the Road fund has limited capacity to fund necessary midterm requests. As such, there is one proposal to swap $250,000 in Gas Tax funding for an existing CIP project with one-time General Fund to create capacity within the Road Fund for increased labor and other operating costs. The Road fund has $18,044 in ongoing midterm budget requests to minor operating cost increases. The Road Fund is expected to end the year with a balance of $251,602 if revenues come in as budgeted. Gas Tax revenues came in slightly under the $1.5 million budget last year, so a buffer balance in the fund is appropriate to cover contingencies or possible reductions in this revenue source.
General Facilities Fund (208):
There are two projects proposed to be funded from the General Facilities Fund: $100,000 for Fire Station 44 repairs and $1.5 million toward the Community Center HVAC replacement project. This fund receives an annual contribution of $1 million from the General Fund and is expected to end the fiscal year with a balance of just under $1.2 million.
Sewer Enterprise Funds (501 & 502)
The Sewer Fund is currently experiencing a structural deficit. Rates have not been adjusted since 2021 while expenses for labor and to operate and maintain the sewer collection system continue to increase. A rate study is currently underway, and in the meantime, available fund balance will be used to fund the deficit temporarily until rates are adjusted. Ongoing requests in the sewer fund are minimal and necessary to fund increased landfill and utility costs of $26,797 and estimated cost allocation increase of $43,900. A one-time appropriation of $66,000 is proposed to fund the replacement of a 17-year-old electrical technician van in very bad shape. $750,000 in capital funds are requested to fund designs for the Jefferson Blvd and Park Blvd Sewer Rehab projects. These projects will require additional funds for construction in future years. The Sewer Enterprise Fund is anticipated to end the year with a balance of $1.6 million, excluding reserve funds.
Water Enterprise Funds (506 & 507) The Water Fund has $3.5 million in capital project funding requests, $816,000 in one-time O&M requests, including $750,000 for a replacement Hydro Excavator, and $57,088 in ongoing annual requests to cover increases in O&M costs. The Water Fund is expected to end the fiscal year with a balance of $8.6 million, which will be necessary to fund several necessary and expensive water system repair and maintenance projects and alternative water supply projects over the next several years.
Refuse Enterprise Fund (511) As with the Water and Sewer Funds, there has been no rate increase implemented for the Refuse fund since 2021. A rate study is underway for all three utilities and a rate change is anticipated for some time in 2025. In the meantime, the City’s contract with Waste Management includes a 4% increase in contract payments annually to Waste Management. Since the rate study and Prop 218 process have not been completed, the City is unable to pass along the Waste Management contract increase to customers, which results in the City subsidizing these costs. As a result, this fund has a budgeted structural deficit of approximately $1.1 million annually. Midterm requests are minimal at $6,302 annually due to the elimination of the reimbursement from the OPEB trust. The Refuse Fund is expected to have a remaining fund balance of just under $3.5 million at the end of the fiscal year.
The following pages provide the details for each fund impacted by the proposed midterm budget adjustments, showing the proposed annual surplus/(deficit) and ending fund balance for each fund.
ATTACHMENT 5
473
FY 2024/25 Midterm Budget Summary by Fund (BEFORE MIDTERM ADJUSTMENTS) Fund # Activity Fund Title
Beginning
Balance
Adopted
Revenues
Adopted
Expenses1
Mid-Year
Revenue
Adjustments
Net Surplus/
(Deficit)2 Ending Balance
101 0000 General Fund $ - $ 75,392,484 $ 78,811,057 $ 6,660,742 $ 3,242,169 $ 3,242,169 102 0000 General Reserve Fund $ 13,800,865 $ 360,596 $ - $ - $ 360,596 $ 14,161,461 104 0000 General Support Services Fund4 $ 3,274 $ 17,282,623 $ 17,285,897 $ - $ (3,274) $ - 105 0000 Budget Stabilization Fund $ 2,312,232 $ 937,374 $ 1,027,402 $ - $ (90,028) $ 2,222,204 106 0000 Community Investment Fund - Measure G $ 2,592,119 $ 9,403,142 $ 5,505,554 $ - $ 3,897,588 $ 6,489,707 107 0000 One-Time General Fund $ 9,977,518 $ - $ 4,161,600 $ - $ (4,161,600) $ 5,815,918 108 0000 Measure K Fund $ 373,900 $ 5,402,066 $ 5,527,692 $ (180,566) $ (306,192) $ 67,708 109 0000 Measure V Fund $ 15,783,629 $ 5,402,066 $ - $ (180,566) $ 5,221,500 $ 21,005,129 110 0000 Measure E Fund $ 321,620 $ 5,487,155 $ 5,015,546 $ (115,155) $ 356,454 $ 678,074 111 0000 Measure N Fund $ 2,401,798 $ 5,699,300 $ 5,463,117 $ (477,300) $ (241,117) $ 2,160,681 201 0000 Road Fund - Gas Tax $ 849,138 $ 2,083,670 $ 2,883,769 $ - $ (800,099) $ 49,039 203 0000 Road Fund - SB1 $ 881,273 $ 1,306,143 $ 2,007,333 $ - $ (701,190) $ 180,083 205 0000 Transportation Impact Fee Fund $ 4,322,166 $ - $ 533,100 $ - $ (533,100) $ 3,789,066 207 0000 General Equipment Replacement Fund $ 5,695,649 $ 674,730 $ 715,582 $ - $ (40,852) $ 5,654,797 208 0000 General Facility Maintenance Fund $ 1,820,670 $ 1,000,000 $ 50,002 $ - $ 949,998 $ 2,770,668 211 0000 Park Impact Fee Fund $ 9,808,732 $ - $ 5,400,000 $ - $ (5,400,000) $ 4,408,732 212 0000 Tree Mitigation Fund $ 404,181 $ 1,500 $ 26,055 $ - $ (24,555) $ 379,626 213 0000 Lighting & Landscape Fund $ - $ 1,419,830 $ 1,419,830 $ - $ - $ - 215 0000 Stormwater Maintenance Fund $ 412 $ 1,023,650 $ 1,024,062 $ - $ (412) $ - 219 0000 Parking Activities $ 2,184,795 $ 730,500 $ 1,033,721 $ - $ (303,221) $ 1,881,574 221 0000 Technology Impact Fee Fund $ 710,676 $ 100,000 $ 94,025 $ - $ 5,975 $ 716,651 222 0000 Police Department Impact Fee Fund $ 160,508 $ 100,000 $ (5,369) $ - $ 105,369 $ 265,877 224 0000 Childcare Impact Fee Fund $ 766,311 $ - $ - $ - $ - $ 766,311 251 9455 Illegal Dumping Fee $ 138,970 $ 98,695 $ 130,078 $ - $ (31,383) $ 107,587 254 9551 After School Education & Safety $ 177,975 $ 1,027,722 $ 875,786 $ 24,000 $ 175,936 $ 353,911 254 9555 Discovery Preschool3 $ (105,688) $ 178,500 $ 277,367 $ 24,000 $ (74,867) $ (180,555) 256 9171 Bryte Firehouse Insurance Funds $ - $ - $ - $ - $ - $ - 260 9853 Project Homekey ARP $ - $ - $ - $ - $ - $ -
261 9386 Stone Lock Maintenance $ 25,917 $ - $ - $ 25,000 $ 25,000 $ 50,917 269 9176 CFD A - Gateway Services $ 193,340 $ 167,477 $ 168,662 $ - $ (1,185) $ 192,155 269 9177 CFD B - Newport Estates Services $ 616,093 $ 382,966 $ 385,478 $ - $ (2,512) $ 613,581 269 9178 CFD C - Bridgeway Island Services $ 78,785 $ 725,236 $ 728,948 $ - $ (3,712) $ 75,073 269 9179 CFD D - Southport Industrial Park Services $ 1,676,853 $ 440,139 $ 442,758 $ - $ (2,619) $ 1,674,234 269 9180 CFD E - The Classics Services $ 478,187 $ 137,357 $ 138,203 $ - $ (846) $ 477,341 269 9181 CFD F - Pheasant Hollow Services $ 180,086 $ 88,253 $ 88,745 $ - $ (492) $ 179,594 269 9182 CFD G - Gateway, Unit 4 Services $ 4,759 $ 30,455 $ 30,697 $ - $ (242) $ 4,517 FY 2024/25
ADOPTED BUDGET
ATTACHMENT 5
474
Fund # Activity Fund Title
Beginning
Balance
Adopted
Revenues
Adopted
Expenses1
Mid-Year
Revenue
Adjustments
Net Surplus/
(Deficit)2 Ending Balance
FY 2024/25
ADOPTED BUDGET
269 9183 CFD H - Bridgeway Lakes I Services $ 45,781 $ 740,216 $ 743,435 $ - $ (3,219) $ 42,562 269 9184 CFD I - River Ranch Services $ 333,777 $ 103,523 $ 104,383 $ - $ (860) $ 332,917 269 9185 CFD J - Parella Services $ 492,653 $ 155,351 $ 157,001 $ - $ (1,650) $ 491,003 269 9186 CFD K - Riverwalk Park $ 1,014,104 $ 195,409 $ 196,313 $ - $ (904) $ 1,013,200 269 9188 CFD M - The Rivers Services $ 171,345 $ 183,110 $ 183,856 $ - $ (746) $ 170,599 269 9189 CFD N - Parlin Ranch Services $ 1,380,714 $ 215,017 $ 216,282 $ - $ (1,265) $ 1,379,449 269 9192 CFD O - Linden South Services $ 121,248 $ 37,289 $ 37,471 $ - $ (182) $ 121,066 269 9193 CFD P - Ironworks Services $ 213,195 $ 84,855 $ 85,463 $ - $ (608) $ 212,587 269 9194 CFD R - Bridge District Services $ 855,409 $ 253,942 $ 305,482 $ - $ (51,540) $ 803,869 269 9195 CFD S - Port Towne Services $ 69,889 $ 27,725 $ 27,862 $ - $ (137) $ 69,752 501 0000 Sewer Enterprise Fund4 $ 751,378 $ 3,174,372 $ 3,451,158 $ - $ (276,786) $ 474,592 502 0000 Sewer Debt & CIP Fund $ 2,077,023 $ 1,178,887 $ 1,272,980 $ - $ (94,093) $ 1,982,930 506 0000 Water Enterprise Fund $ 2,002,873 $ 10,500,403 $ 9,965,242 $ - $ 535,161 $ 2,538,034 507 0000 Water Debt & CIP Fund $ 8,953,199 $ 13,119,115 $ 11,534,028 $ - $ 1,585,087 $ 10,538,286 511 0000 Refuse Fund $ 4,568,935 $ 11,715,678 $ 12,791,736 $ - $ (1,076,058) $ 3,492,877 610 0000 Public Works Administration5 $ 406 $ 882,694 $ 883,100 $ - $ (406) $ - 650 0000 Community Development6 $ 5,330,729 $ 5,450,195 $ 7,171,810 $ - $ (1,721,615) $ 3,609,114 652 0000 Flood Support Services $ 203 $ 1,294,355 $ 1,294,558 $ - $ (203) $ - 653 0000 Environmental Services $ - $ 963,462 $ 835,414 $ - $ 128,048 $ 128,048 TOTAL REQUESTS $ 5,780,155
1 Includes estimated cost allocation for approved MOU changes and midyear adjustments for internal service funds 2 Includes one-time expenses and transfers to Capital Projects fund, planned uses of fund balance 3 This fund is currently budgeted at a structural deficit with a negative balance. The General Fund is covering the shortfall with a short-term loan. A solution to this structural and overall deficit is proposed as part of the midyear budget. 4 This fund is currently budgeted at a structural deficit. The rate stabilization fund will be used to cover any deficit and ensure compliance with bond coverage covenants until rates are updated. Rates are expected to be updated in early 2025. 5 Costs in internal service funds are allocated to other funds based on approved cost allocation methodology. 6 Planned use of fund balance to fund planning division positions formerly funded by Measure G (Community Investment Fund).
ATTACHMENT 5
475
FY 2024/25 Midterm Budget Summary by Fund
Fund # Activity Fund Title
101 0000 General Fund
102 0000 General Reserve Fund
104 0000 General Support Services Fund4
105 0000 Budget Stabilization Fund
106 0000 Community Investment Fund - Measure G
107 0000 One-Time General Fund
108 0000 Measure K Fund
109 0000 Measure V Fund
110 0000 Measure E Fund
111 0000 Measure N Fund
201 0000 Road Fund - Gas Tax
203 0000 Road Fund - SB1
205 0000 Transportation Impact Fee Fund
207 0000 General Equipment Replacement Fund
208 0000 General Facility Maintenance Fund
211 0000 Park Impact Fee Fund
212 0000 Tree Mitigation Fund
213 0000 Lighting & Landscape Fund
215 0000 Stormwater Maintenance Fund
219 0000 Parking Activities
221 0000 Technology Impact Fee Fund
222 0000 Police Department Impact Fee Fund
224 0000 Childcare Impact Fee Fund
251 9455 Illegal Dumping Fee
254 9551 After School Education & Safety
254 9555 Discovery Preschool3
256 9171 Bryte Firehouse Insurance Funds
260 9853 Project Homekey ARP
261 9386 Stone Lock Maintenance
269 9176 CFD A - Gateway Services
269 9177 CFD B - Newport Estates Services
269 9178 CFD C - Bridgeway Island Services
269 9179 CFD D - Southport Industrial Park Services
269 9180 CFD E - The Classics Services
269 9181 CFD F - Pheasant Hollow Services
269 9182 CFD G - Gateway, Unit 4 Services
Ongoing O&M
Requests
Estimated Cost
Allocation
(Ongoing)
Net Surplus/
(Deficit)
PROPOSED
One-Time O&M
Requests CIP Requests
Estimated Cost
Allocation (OneTime)
Ending Balance
PROPOSED
$ 1,141,847 $ 549,590 $ 1,550,732 $ 1,279,600 $ - $ 160,238 $ 110,894 $ - $ - $ 360,596 $ - $ - $ - $ 14,161,461
$ 965,254 $ (965,254) $ (3,274) $ 281,428 $ - $ (281,428) $ - $ 10,000 $ 7,659 $ (107,687) $ - $ - $ - $ 2,204,545
$ 443,751 $ 33,712 $ 3,420,124 $ 70,000 $ 3,820,000 $ 9,829 $ 2,112,414 $ - $ 3,092 $ (4,164,692) $ (145,500) $ 5,735,000 $ 902 $ 222,424 $ 35,471 $ 19,820 $ (361,483) $ - $ (250,000) $ 26,184 $ 236,233 $ - $ - $ 5,221,500 $ - $ - $ - $ 21,005,129
$ 27,416 $ 24,750 $ 304,289 $ 240,206 $ 142,925 $ 7,216 $ 235,562 $ (4,103) $ 5,771 $ (242,785) $ 10,000 $ 1,403,620 $ 1,683 $ 743,710 $ 18,044 $ 22,758 $ (840,901) $ - $ (250,000) $ 6,635 $ 251,602 $ - $ 369 $ (701,559) $ - $ - $ 107 $ 179,607
$ - $ - $ (533,100) $ - $ 40,145 $ - $ 3,748,921
$ - $ 345 $ (41,197) $ - $ - $ 101 $ 5,654,351
$ - $ 2 $ 949,996 $ - $ 1,600,000 $ - $ 1,170,666
$ - $ - $ (5,400,000) $ - $ - $ - $ 4,408,732
$ 90 $ 43 $ (24,688) $ 67,298 $ - $ 13 $ 312,182
$ (501) $ 501 $ - $ 19,000 $ - $ (19,000) $ -
$ (512) $ (1,332) $ 1,433 $ - $ - $ 1,845 $ -
$ (2,659) $ 18,891 $ (319,453) $ 100,000 $ - $ 5,508 $ 1,759,834 $ 85,956 $ 163 $ (80,144) $ - $ - $ 47 $ 630,485
$ - $ 29 $ 105,340 $ - $ - $ 9 $ 265,839
$ - $ - $ - $ - $ - $ - $ 766,311
$ 191 $ - $ (31,574) $ - $ - $ - $ 107,396
$ - $ - $ 175,936 $ - $ - $ - $ 353,911
$ (77,149) $ - $ 2,282 $ (115,000) $ - $ - $ 11,594
$ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ -
$ 190,000 $ - $ (165,000) $ (140,000) $ - $ - $ 917
$ (2,083) $ 576 $ 321 $ 3,290 $ - $ 168 $ 190,203
$ (4,370) $ 1,309 $ 549 $ 8,565 $ - $ 382 $ 607,695
$ (6,358) $ 1,768 $ 878 $ 15,690 $ - $ 515 $ 63,458
$ (5,706) $ 1,203 $ 1,884 $ 7,610 $ - $ 351 $ 1,670,776 $ (1,573) $ 434 $ 293 $ 3,682 $ - $ 127 $ 474,671
$ (1,043) $ 267 $ 284 $ 1,265 $ - $ 78 $ 179,027
$ (515) $ 145 $ 128 $ - $ - $ 42 $ 4,845
FY 2024/25
MID-TERM BUDGET PROPOSALS
ATTACHMENT 5
(AFTER MIDTERM ADJUSTMENTS)
476
Fund # Activity Fund Title
269 9183 CFD H - Bridgeway Lakes I Services
269 9184 CFD I - River Ranch Services
269 9185 CFD J - Parella Services
269 9186 CFD K - Riverwalk Park
269 9188 CFD M - The Rivers Services
269 9189 CFD N - Parlin Ranch Services
269 9192 CFD O - Linden South Services
269 9193 CFD P - Ironworks Services
269 9194 CFD R - Bridge District Services
269 9195 CFD S - Port Towne Services
501 0000 Sewer Enterprise Fund4
502 0000 Sewer Debt & CIP Fund
506 0000 Water Enterprise Fund
507 0000 Water Debt & CIP Fund
511 0000 Refuse Fund
610 0000 Public Works Administration5
650 0000 Community Development6
652 0000 Flood Support Services
653 0000 Environmental Services
TOTAL REQUESTS
1 Includes estimated cost allocation for approved MOU changes and midyear adjustments for inte 2 Includes one-time expenses and transfers to Capital Projects fund, planned uses of fund balance 3 This fund is currently budgeted at a structural deficit with a negative balance. The General Fund 4 This fund is currently budgeted at a structural deficit. The rate stabilization fund will be used to c 5 Costs in internal service funds are allocated to other funds based on approved cost allocation me 6 Planned use of fund balance to fund planning division positions formerly funded by Measure G (C Ongoing O&M
Requests
Estimated Cost
Allocation
(Ongoing)
Net Surplus/
(Deficit)
PROPOSED
One-Time O&M
Requests CIP Requests
Estimated Cost
Allocation (OneTime)
Ending Balance
PROPOSED
FY 2024/25
MID-TERM BUDGET PROPOSALS
$ (6,366) $ 1,850 $ 1,296 $ 13,010 $ - $ 539 $ 33,528
$ (1,450) $ 362 $ 228 $ 1,410 $ - $ 106 $ 332,489
$ (3,083) $ 906 $ 527 $ 3,100 $ - $ 264 $ 489,816
$ (1,708) $ 473 $ 331 $ 3,850 $ - $ 138 $ 1,010,447
$ (1,378) $ 430 $ 202 $ 3,465 $ - $ 125 $ 167,957
$ (2,225) $ 609 $ 351 $ 3,635 $ - $ 178 $ 1,377,252
$ (418) $ 123 $ 113 $ 680 $ - $ 36 $ 120,645
$ (1,043) $ 302 $ 133 $ 2,265 $ - $ 88 $ 210,975
$ (3,123) $ 909 $ (49,327) $ 3,440 $ - $ 265 $ 802,377
$ (313) $ 92 $ 83 $ 525 $ - $ 27 $ 69,420
$ 26,787 $ 43,900 $ (347,473) $ 66,000 $ - $ 12,799 $ 325,106 $ - $ 675 $ (94,768) $ - $ 750,000 $ 197 $ 1,232,058
$ 57,088 $ 74,842 $ 403,231 $ 816,000 $ - $ 21,821 $ 1,568,283 $ - $ 1,247 $ 1,583,840 $ - $ 3,500,000 $ 363 $ 7,036,676 $ 6,302 $ 27,597 $ (1,109,957) $ - $ - $ 8,046 $ 3,450,932 $ (3,383) $ 3,383 $ (406) $ - $ - $ - $ -
$ (5,651) $ 52,867 $ (1,768,832) $ 100,000 $ - $ 15,414 $ 3,446,483 $ 764 $ (2,667) $ 1,700 $ - $ - $ 1,903 $ -
$ (8,095) $ 11,321 $ 124,822 $ - $ - $ 3,301 $ 121,521
$ 2,864,157 $ 2,724,514 $ 16,491,690
TRUE TRUE TRUE
ATTACHMENT 5
477
FY 2024/25 MIDTERM BUDGET
Summary of Midterm Budget Requests by Fund
Fund Name REVENUE ANNUAL O&M ONE-TIME O&M ONE-TIME CIP
COST
ALLOCATION
(Estimate) NET
General Fund $ 6,660,742 $ 1,141,847 $ 1,279,600 $ - $ 709,827 $ 3,529,468 General Support Srv Fund $ - $ 965,254 $ 281,428 $ - $ (1,246,682) $ - Budget Stabilization Fund $ - $ 10,000 $ - $ - $ 7,659 $ (17,659) Gen Special Purpose C.I. Fund $ - $ 443,751 $ 70,000 $ 3,820,000 $ 43,541 $ (4,377,293) Gen One-Time Money Fund $ - $ - $ (145,500) $ 5,735,000 $ 3,994 $ (5,593,494) Measure K (Sales Tax) Fund $ (180,566) $ 35,471 $ - $ (250,000) $ 46,004 $ (12,040) Measure V Fund $ (180,566) $ - $ - $ - $ - $ (180,566)
Measure E Fund $ (115,155) $ 27,416 $ 240,206 $ 142,925 $ 31,966 $ (557,667) Measure N Fund $ (477,300) $ (4,103) $ 10,000 $ 1,403,620 $ 7,454 $ (1,894,271) Road Fund $ - $ 18,044 $ - $ (250,000) $ 29,393 $ 202,563 Traffic Improvement Fund $ - $ - $ - $ 40,145 $ - $ (40,145) General Facilities Fund $ - $ - $ - $ 1,600,000 $ 2 $ (1,600,002) Tree Mitigation Fund $ - $ 90 $ 67,298 $ - $ 55 $ (67,443) Landscaping & Lighting AD's $ - $ (501) $ 19,000 $ - $ (18,499) $ (0) Storm Water Maint. Fund $ - $ (512) $ - $ - $ 512 $ (0) Parking Improvement Fund $ - $ (2,659) $ 100,000 $ - $ 24,398 $ (121,739) Technology Impact Fees $ - $ 85,956 $ - $ - $ 210 $ (86,166) After School Education & Safety $ 24,000 $ - $ - $ - $ - $ 24,000 Discovery Preschool3 $ 24,000 $ (77,149) $ (115,000) $ - $ - $ 216,149 Stone Lock Maintenance $ 25,000 $ 190,000 $ (140,000) $ - $ - $ (25,000) CFD A-Gateway Services $ - $ (2,083) $ 3,290 $ - $ - $ (1,207) CFD B-Newport Estates Services $ - $ (4,370) $ 8,565 $ - $ - $ (4,195) CFD C-Bridgeway Island Service $ - $ (6,358) $ 15,690 $ - $ - $ (9,332) CFD D-Southport Indust Park Sr $ - $ (5,706) $ 7,610 $ - $ - $ (1,904) CFD E-The Classics Services $ - $ (1,573) $ 3,682 $ - $ - $ (2,109) CFD F-Pheasant Hollow Services $ - $ (1,043) $ 1,265 $ - $ - $ (222) CFD G-Gateway, Unit 4 Services $ - $ (515) $ - $ - $ - $ 515 CFD H-Bridgeway Lakes I Srvs $ - $ (6,366) $ 13,010 $ - $ - $ (6,644) FY 2024/25
This attachment provides the total amount of midterm
ATTACHMENT 6
budget adjustments by category/type. Increases to budget are positive and decreases are negative. The NET column provides the total net impact to each fund of all proposed adjustments.
478
FY 2024/25 MIDTERM BUDGET
Summary of Midterm Budget Requests by Fund
Fund Name REVENUE ANNUAL O&M ONE-TIME O&M ONE-TIME CIP
COST
ALLOCATION
(Estimate) NET
FY 2024/25
CFD I-River Ranch Services $ - $ (1,450) $ 1,410 $ - $ - $ 40 CFD J-Parella Services $ - $ (3,083) $ 3,100 $ - $ - $ (17) CFD K-River Walk Park $ - $ (1,708) $ 3,850 $ - $ - $ (2,142) CFD M-The Rivers Services $ - $ (1,378) $ 3,465 $ - $ - $ (2,087) CFD N-Parlin Ranch Services $ - $ (2,225) $ 3,635 $ - $ - $ (1,410) CFD O-Linden South Services $ - $ (418) $ 680 $ - $ - $ (262) CFD P-Ironworks Services $ - $ (1,043) $ 2,265 $ - $ - $ (1,222) CFD R - Bridge District $ - $ (3,123) $ 3,440 $ - $ - $ (317) CFD S - Port Towne $ - $ (313) $ 525 $ - $ - $ (212)
Sewer Operating Fund $ - $ 26,787 $ 66,000 $ - $ 56,699 $ (149,486) Sewer Capital Projects Fund $ - $ - $ - $ 750,000 $ 872 $ (750,872) Water Operating Fund $ - $ 57,088 $ 816,000 $ - $ 96,663 $ (969,751) Water Capital Projects Fund $ - $ - $ - $ 3,500,000 $ 1,610 $ (3,501,610) Refuse Operating Fund $ - $ 6,302 $ - $ - $ 35,643 $ (41,945) Public Works Support Services $ - $ (3,383) $ - $ - $ 3,383 $ (0) Comm. Dev. Support Services $ - $ (5,651) $ 100,000 $ - $ 68,281 $ (162,631) W S Flood Support Fund $ - $ 764 $ - $ - $ (764) $ (0)
Environmental Svcs&Sustanabili $ - $ (8,095) $ - $ - $ 14,622 $ (6,527) TOTAL $ 5,780,155 $ 2,864,157 $ 2,724,514 $ 16,491,690 $ (16,217,496) ATTACHMENT 6
479
Midterm Budget Summary In total, there are $21.9 million in midterm budget requests, net of revenue adjustments of just under $5.8 million. Of this, $5.6 million is external funding. There is a total of $19.2 million in one-time funding requests for City funding sources, with $16.5 million for capital projects and $2.7 million toward one- time O&M needs. Total ongoing adjustments result in $2.9 million annually across all funds. When netted against the $5.8 million in increased revenues, net ongoing requests result in net savings in the overall City budget of $2.9 million annually. Attachment 6 provides a summary of total requests by type and by fund.
ATTACHMENT 6
480
FY 2024/25 MIDTERM BUDGET
DELAYED Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
PERSONNEL RELATED $ 5,000 $ 1,007,622
419 Crisis Intervention and Homeless Outreach Police General Fund - 188,822 550 Personnel Adjustment - HR Analyst I/II City Manager's Office General Support Services - 150,000 565 0.5 FTE CSO Positions Police General Fund - 116,000 579 New Position - Project Manager I/II Capital Projects General Fund - 144,800 601 Parks Operations Groundskeeper Parks & Recreation General Fund - 83,000 625 Development Services Manager position Community Development Community Development Fund - 220,000 633 Marketing Program Technician Parks & Recreation General Fund 5,000 105,000 641 Admin Analyst I/II position Parks & Recreation General Fund - - CAPITAL IMPROVEMENT PROJECTS (CIP) $ 1,470,000 $ -
01287 New Police Department Location Pre-Design Police Police Department Impact Fee 600,000 - 54025 Public Safety Technology Ecosystem Program Police Measure E Fund General Fund
870,000 -
VEHICLES & EQUIPMENT $ 1,016,050 $ 637,754
417 Police Department Fleet Increase Police General Fund - 245,354 419 Crisis Intervention and Homeless Outreach Police General Fund - 111,400 580 Police Department Vehicle Replacement Fund
Increase
Police General Fund - 260,000
599 Parks Operations Maintenance Equipment Parks & Recreation Measure E Fund Measure K Fund
556,622 -
600 Parks Operations Fleet Vehicle Replacement Parks & Recreation General Fund Measure E Fund
334,000 15,000
618 Brush Grapple Public Works Road Fund 14,000 -
635 Public Works Superintendents Vehicle Purchase Public Works General Support Services Road Fund
Stormwater Maintenance (GF)
Water/Sewer Funds
111,428 6,000
SUPPLIES & SERVICES $ 145,000 $ 524,000
595 Illegal Trespassing Deterrents- Deep Water Shipping Canal
Parks & Recreation CFD D Fund 45,000 -
596 Fence Maintenance and Repairs Funding Parks & Recreation Measure K Fund Measure E Fund
General Fund
- 150,000
This attachment shows the midterm budget requests that are NOT included in the proposed midterm budget. These items are being delayed until after the election when the status of the TUT measure is known, or until funding capacity otherwise becomes available.
ATTACHMENT 7
481
FY 2024/25 MIDTERM BUDGET
DELAYED Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
598 Parks Fleet Vehicle and Equipment Maintenance Parks & Recreation Measure E Fund General Fund
20,000 75,000
602 Parks Plumbing Maintenance and Repairs Parks & Recreation General Fund Measure E Fund
CFD Funds
30,000 127,000
603 Public Boat Dock - Derelict Vessel Removal Parks & Recreation General Fund CFD K Fund
50,000 -
638 Public Works Operations & Maintenance Public Works General Support Services Measure K Fund
Road Fund
Stormwater Maintenance (GF)
Water/Sewer Funds
- 138,000
591 Community Center Additional Funding for Security
Contract
Parks & Recreation General Fund - 34,000
TOTAL O&M REQUESTS 2,636,050 2,169,376
TRUE TRUE
EXPENSE CATEGORY ONE-TIME ONGOING
PERSONNEL RELATED 5,000 1,007,622
VEHICLES & EQUIPMENT 1,016,050 637,754
SUPPLIES & SERVICES 145,000 524,000
TOTAL O&M REQUESTS 1,166,050 2,169,376
$- $0.25 $0.50 $0.75 $1.00 $1.25
PERSONNEL RELATED
VEHICLES & EQUIPMENT
SUPPLIES & SERVICES
O&M Requests by Category (in millions)
ONE-TIME ANNUAL
ATTACHMENT 7
482
ATTACHMENT 8
ORDINANCE 24-10
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO AMENDING CHAPTER 2.04 OF THE CITY OF WEST SACRAMENTO MUNICIPAL CODE TO
ADJUST THE CITY COUNCIL COMPENSATION LEVEL
The City Council of the City of West Sacramento does ordain as follows:
Section 1. Purpose. The purpose of this Ordinance is to Amend Title 2 (Administration and Personnel) of the Municipal Code to adjust the City Council Compensation level.
Section 2. Authority. The City Council enacts this Ordinance in accordance with the authority granted to cities by California Government Code Section 36516.
Section 3. Amendment. The following section of the West Sacramento Municipal Code is hereby amended to read as follows:
2.04.080 Compensation.
In accordance with the provisions of Section 36516 of the Government Code, the compensation of the mayor and of the members of the city council shall be one thousand and six hundred dollars per month, each, payable monthly.
Section 5. Effective Date and Publication. This Ordinance shall take effect 30 days following City Council Adoption.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of West Sacramento on this 7th day of August, 2024, by the following vote:
AYES:
NOES:
ABSENT:
_________________
Martha Guerrero, Mayor
ATTEST: Approved as to form:
_____________________________ _____________________________ Jennifer Cusmir, City Clerk Jeffrey Mitchell, City Attorney CODIFY X__ UNCODIFY ____
483
CITY COUNCIL AGENDA REPORT
MEETING DATE: July 17, 2024 ITEM #14
SUBJECT:
CONSIDERATION OF APPOINTMENTS TO THE ENHANCED INFRASTRUCTURE
FINANCING DISTRICTS PUBLIC FINANCING AUTHORITY (EIFD PFA) INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Jennifer Cusmir, City Clerk
City Manager’s Office
ATTACHMENT [ ] Yes [X] 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 conduct the annual appointment of the members of the Enhanced Infrastructure Financing Districts Public Financing Authority (EIFD PFA).
RECOMMENDED ACTION
Staff respectfully recommends that the Mayor, subject to approval of the City Council, conduct the annual nomination and appointment of the members of the EIFD PFA.
BACKGROUND
On November 16, 2016, the City Council adopted Resolution 16-58 establishing the Public Financing Authority (PFA) as the governing board of the Enhanced Infrastructure Financing District (EIFD). The PFA membership is subject to compliance with the EIFD Law and Government Code section 54974 and consists of three members of the City Council and two members of the public. The PFA membership is subject to compliance with the requirements of Chapter 2.20 of the City’s Municipal Code, except that the membership term is one-year.
The three City Council members and two public members, Alex Hirsch and Micah Perez, were appointed to the EIFD PFA on August 2, 2023.
ANALYSIS
The three City Council members and public members, Alex Hirsch and Micah Perez, were appointed to the EIFD PFA on August 2, 2023. This year’s first EIFD PFA meeting is scheduled for August 21, 2024, which is after their one-year term will expire. Both of the public members each just recently participated in an orientation providing an overview for serving on the PFA and summary of items on the upcoming meeting agenda in August.
Staff recommends that the Mayor, subject to approval of the City Council, nominate and reappoint Alex Hirsch and Micah Perez to the EIFD PFA to continue as the public members. Approval at the July 17, 2024 City Council meeting would allow for their participation at the August 21, 2024 meeting. To maintain consistency with the oneyear term of the public members, staff also recommends that Mayor, subject to approval by the City Council, either confirm the existing or approve new appointments of three City Council members to the EIFD PFA.
Environmental Considerations
N/A
Commission Recommendation
N/A
Strategic Plan Integration
N/A
Alternatives
The Mayor can decide not to move forward with making appointments at this time and may instruct the City Clerk to open the recruitment for two public members for a specific time period. The EIFD PFA may meet with the three City Council members although any absence would cause the meeting to be delayed due to not being able to establish a quorum.
484
EIFD PFA Commission Appointments
July 17, 2024
Coordination and Review
N/A
Budget/Cost Impact
N/A
ATTACHMENT
None
485
1 Cusmir, Jennifer
From: Guerrero, Martha
Sent: Tuesday, July 9, 2024 11:09 PM
To: Laurel, Aaron; Cusmir, Jennifer; Hosley, Paul
Subject: August 7 Agenda Item Request
Hello Aaron,
I submit a request for Council to present a proclamation recognizing the 2024 CFCA Champions, our River City Tigers, at our next council meeting.
Thank you, Martha
Martha Guerrero
MAYOR
City of West Sacramento
1110 West Capitol Avenue
West Sacramento, CA 95691
Telephone: 916-233-7395
Item #16(E)
486