Agenda packet — West Sacramento City Council, March 19, 2025 (part 4 of 5)

$0.6 million in other revenues in FY 2023/24. As of June 30, 2024, the balance in the Measure E Fund was $1.0 million, including $0.3 million in reserve for federal grant compliance.

The Measure E Report (Attachment 3) summarizes the revenues and expenditures for Fiscal Year 2023/24 and inception-to-date. Key projects funded with Measure E funds in FY 2023/24 included arterial and neighborhood street pavement repair programs, other road rehabilitation projects, the West Sacramento Home Run program, Downtown Streets program, interim housing for the homeless, and reducing impacts of homelessness.

Measure N Revenues and Expenditures
Measure N sales tax revenues have totaled nearly $27.1 million from inception to date, of which $19.2 million has been expended. The City of West Sacramento received $5.1 million in Measure N TUT revenues, $2.7 million from the Police Impact Fee for property acquisition, and $0.4 million in other revenues in FY 2023/24.

As of June 30, 2024, the available balance in the Measure N Fund was $7.9 million.

The Measure N Report (Attachment 4) summarizes the revenues and expenditures for Fiscal Year 2023/24 and inception-to-date. Major Measure N expenditures during this reporting period include ongoing public safety expenses, primarily for added staffing and increased compensation for police department operations staff, a one-time MOU payment to staff and police department cameras, a contribution to the “Rock the Block” community cleanup effort in the Bryte neighborhood, sidewalk repair and replacement program, and Alyce Norman Park master plan.

This report is just one part of the City’s ongoing commitment to providing transparency into the use of TUT measure funds. As noted previously, the Measure K report is published in the West Sacramento News Ledger annually after presentation to Council. All transaction and use tax measures are also published to the City’s website at: https://wsac.city/accountability. This website provides additional details about each of the TUT measures, including past annual reports and links to relevant advisory/policy documents.

Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
In FY 2023/24, Measures K, V, E and N facilitated the following investments in the city of West Sacramento:
 $3.6 million for road maintenance and improvement
 $4.8 million for public safety
 $1.9 million to help address the impacts of homelessness  $2.1 million for parks, childcare and other improvements While the City still faces challenges despite these expenditures, the Council’s use of ballot measure funds as documented in this report has unquestionably driven meaningful improvements in multiple strategic priority areas, including Core Services and Infrastructure; Mobility and Connectivity; Parks and Open Space; and Housing and Homelessness.

Alternatives
Not applicable
Coordination and Review
This report was prepared by the Finance Department, in coordination with the City Manager’s Office.

Budget/Cost Impact
Not applicable

ATTACHMENTS

1. Measure K Report

2. Measure V Report

3. Measure E Report

4. Measure N Report
402
Tax Measures Report
March 19, 2025

Page 4 ends

5. Tax Measure PowerPoint
403
Funding Target Percentage Expenditures: FY 2023-24
Expenditures to date
0 20 40 60 80 100
Water/L&L Rate Reduction
Road Maint & Street Sweeping
West Sacramento Library
Fire & Police Protection
Light Rail/Street Car Operations
Afterschool Prog/Park Safety
Other
Measure K Funding Report
Background
Approved by voters in November, 2002, Measure K is a one-quarter (1/4) cent general purpose sales tax, with specific funding categories. In June 2019, the City Council approved Resolution 02-58 that provides recommended target funding percentages based on annual revenues of $2,500,000 to the specified categories. All funding from Measure K is directed to the following categories:

Water/Lighting and Landscape Rate Reduction: 30%
Road Maintenance and Street Sweeping: 30%
West Sacramento Library: 15%
Fire and Police Protection Enhancement: 15%
Afterschool and other Childcare Programs/Park Safety and Enhancements: 10% Light Rail/Street Car Operations: 10%
Transparency and Oversight
All Measure K funds have been appropriated in accordance with the funding categories noted below and approved by voters. No funds were used for any other purpose.

Percentages
Fiscal Year 2023-24 and Inception-to-Date Expenditures
Revenues-to-date: $100,390,863 Expenditures-to-date: $95,287,564 On-Call Striping Program: $250K
On-Call Street Pavement Program:
$250K
Traffic Signal Fuel Cell Backup: $50K
Road Maintenance and Street
Sweeping: $1,329,433
Afterschool and other Childcare
Programs/Park Safety and
Enhancement: $2,122,616
Property owner L&L
assessment subsidy:
$970,243
West Sacramento
Library:
$300,000
Fire and Police
Protection
Enhancement:
$1,536,621
Recreation Center Lease Payment : $883K
Recreation Programs: $417K
Park Maintenance: $250k
Recreation Center Tennis Courts Lights and Drainage: $534K Recreation Center Access Controls System Upgrade: $39k
Revenues:
$5,221,381
Expenditures:
$6,279,821
Fiscal Year 2023-24 Expenditure Detail
*Target percentages were based on annual revenues of $2.5 million. due to the growth in the tax base, Council has appropriated a portion of the incremental revenue received toward the expenditure categories resulting in some categories exceeding their funding targets. 404 Measure V Funding Report
Background
Approved by voters in November, 2008, Measure V is a one-quarter (1/4) cent general purpose sales tax as a continuation of the Measure K capital allocation for an additional 20 years with an expiration set for 2032. In addition, Measure U was approved by voters as an advisory measure which provided guidelines for the use of the sales tax proceeds to fund the operations of a streetcar system and flood protection improvements.

Transparency and Oversight
All Measure V funds have been appropriated in accordance with the funding categories noted below and approved by voters. No funds were used for any other purpose.

Fiscal Year 2023-24 and Inception-to-Date Expenditures Fiscal Year 2023-24 Expenditure Detail Streetcar/Light Rail:
$16,143,980
Flood Protection
Improvements:
$10,150,000
Street Rehab and
Transportation:
$7,987,852
Other: $1,418,338
Revenues:
$52,674,221
Expenditures:
$35,700,170
Bank Fees: $4,205 Revenues:
$5,786,202
Expenditures:
$4,205
405
Funding Target Expenditures: FY 2023-24
Expenditures To Date

0.0 2.0 4.0 6.0 8.0 10.0
Road Rehabiliation
Bicycle/Pedestrian Trail
Homelessness Initiative
Reduce Impact of Homelessness
West Sacramento Home Run
Smart City
Other Public Safety
Other
Measure E Funding Report
Background
Approved by voters in November, 2016, Measure E is a one-quarter (1/4) cent general purpose sales tax, with specific funding categories. In October 2017, the City Council approved the Measure E Policy document that provides recommended target allocation of funds to the specified categories. All funding from Measure E is directed to the following categories and recommended annual funding targets:

Road Rehabilitation Projects: $500,000
Bicycle/Pedestrian Trails: $600,000
Homelessness Initiative: $300,000
Reducing Impacts of Homelessness: $500,000
West Sacramento Home Run: $1,050,000
Smart City: $500,000
Other Public Safety: $100,000
Transparency and Oversight
All Measure E funds have been appropriated in accordance with the funding categories noted below and approved by voters. No funds were used for any other purpose.

Revenues to date: $34,439,380 Expenditures to date: $33,443,736 (In Millions) 6th St & Cummins Traffic Safety Project: $71K LRPMP Property Acquisitions: $260K
Road Rehabilitation: $2,236,364
Homelessness Initiative:
$609,830
Downtown Streets: $544K
Interim Housing Facility
Repairs: $50K
West Sacramento Home Run:
$1,399,677
Smart City: $393,289
Other Public Safety: $94,357
Reducing Impacts
of Homelessness:
$1,292,567 Revenues:
$5,570,466
Expenditures:
$6,194,124
Other: $104,913
Bicycle/Pedestrian
Trail: $63,127
Arterial Street Pavement: $1.0M
Neighborhood Pavement: $750K
Fiscal Year 2023-24 and Inception-to-Date Expenditures Fiscal Year 2023-24 Expenditure Detail *Council has approved the use of additional funding allocations toward high priority road rehabilitation projects to leverage additional grant funding and to complete projects with a high level of community benefit, but for which no other sources of funding were available. 406
Funding Target Percentage Expenditures: FY 2023-24
Expenditures-to-date
0% 10% 20% 30% 40% 50%
Inclusive Economic Development
Community Investment
Public Safety
Measure N Funding Report
Background
Approved by voters in November, 2018, Measure N is a one-quarter (1/4) cent general purpose sales tax, with specific funding categories. In June 2019, the City Council approved the Measure N Policy document that provides recommended target allocation of funds to the specified categories. All funding from Measure N is directed to the following categories and recommended allocations over the term of the measure*:

Public Safety: 50%
Inclusive Economic Development: 30%
Community Improvements: 20%
Transparency and Oversight
All Measure N funds have been appropriated in accordance with the funding categories noted below and approved by voters. No funds were used for any other purpose.

The annual, independent audit completed by LSL CPAs was conducted for the year ending June 30, 2024. The audit confirmed that all financial records are accurate and compliant with relevant regulations. Annual audit reports are included in the City’s Annual Comprehensive Financial Report. *Allocation targets are over the lifetime of Measure N, and funding allocations may be higher or lower than the target in a given category year-to-year.

Revenues to date: $27,137,955 Expenditures to date: $19,184,307 (Percentage)
Fiscal Year 2023-24 and Inception-to-Date Expenditures Fiscal Year 2023-24 Expenditure Detail Revenues:
$8,198,251
Expenditures
$4,060,937
Community Investment: $575,361
Public Safety: $3,114,990
Public Safety Ongoing: $2.54M
One-Time MOU & PD Cameras: $577K
Sidewalks & Transportation Equity Program:
$82K
EV Charging Rate Subsidy: $65K
Clarksburg Branch Line Trail: $171K
Sidewalk Repair & Replacement Program:
$250K
Inclusive Economic Development:
$368,680
Rock the Block Contribution: $50K
Alyce Norman Park Master Plan: $200K
407
Tax Measure Revenues
and ExpendituresCITY OF WEST SACRAMENTO
cityofwestsacramento.org
Address Website
1110 W Capitol Ave,West Sacramento, CA 95691T
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California has a state-mandated minimum
sales tax of 7.25 percent.The City of West Sacramento currentlyhas an 8.25% sales tax rate that stemsfrom the minimum tax plus four separatevoter approved sales tax measures.These past Measures are Measure K(2002), Measure V (2008), Measure E(2016), and Measure N (2018).These are commonly referred to astransaction and use taxes (TUTs).

State of CAWest Sac (City)Public Safety (County)Transporation (County)

5.5%

1.0%

0.5% Background 0.25%

7.25%
+ .25%+ .25%+ .25%
Measure K + .25%
Measure V
Measure E
Measure N

BASE SALES TAX
Measure O Measure O + 1.00% + 1.00%
+ .25%+ .25%+ .25%
Measure K + .25%
Measure V
Measure E
Measure N
West Sac (City)Public Safety (County)Transporation (County)

1.0%

0.5%

0.25%

7.25%

BASE SALES TAX
State of CA 5.5%
blic
BA
409

CITY IMPLEMENTED

ADDITIONALTAXPAYER PROTECTIONS
General Sales TaxRequirementsGENERAL LOCALTAX REQUIREMENTS 01 Can go toward the general fund and be used for a variety of services citywide The City of West Sacramento has always utilized funds in accordance with specifically outlined purposes, even though general revenue can legally beused for a variety of city services 02 Requires a simple majority to approve (50% +1)
03 Measures K, V, E, N, and O have all been general sales tax measures passed by West Sacramento voters The City Council has never approved theuse of tax measure funds for any useother than those approved by voters 01 Can go toward the general fund and be used for a variety of services citywide 02 Requires a simple majority to approve (50% +1)
03 Measures K, V, E, N, and O have all been general sales tax measures passed by West Sacramento voters

I O N S
The City of West Sacramento has alwaysutilized funds in accordance withspecifically outlined purposes, eventhough general revenue can legally beused for a variety of city servicesThe City Council has never approved theuse of tax measure funds for any useother than those approved by voters 410
Measure K
YEAR 2002IMPACT Imposed a one-half cent
transaction and use tax*

VOTERESULTS

64.5% voted Yes35.4% voted No
*1/4 cent for ongoing operations (active) and 1/4cent for capital costs (expired)M e
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K
411
Water/Refuse/Lighting
and Landscaping RateReduction: $14,604,117
Road Maintenanceand Street Sweeping:$38,177,029
West SacramentoLibrary: $5,080,922
Afterschool and otherChildcare Programs/ParkSafety and Enhancement:$18,022,851 Fire and PoliceProtectionEnhancement:$18,915,872
As of June 30, 2024,Total Measure K FundRevenues are
$100,390,863
$74,266,968
EXPENDITURES CUMULATIVE TO DATE:

Tax Revenues andExpenditures SinceInception

MEASURE K
Expenditures: $95,287,564
Other: $486,772
ram /P k
nc
ms/Park
cement:
ms/Park
Expenditures: $95 287 564
As of June 30, 2024,Total Measure K Fund
oad Maintenance
Sweeping:
38,177,029
West SacramentoLibrary: $5,080,922
Fire and PoliceProtectionEnhancement:$18,915 872
3 Ro$
$95,287,564 Revenues are
,915,872
and Street
412
FY 2023-24
Measure K Fund Revenues
$5,221,381
FY 2023-24Tax Revenuesand Expenditures

MEASURE K
On-Call Striping Program: $250KOn-Call Street Pavement Program:$250KTraffic Signal Fuel Cell Backup: $50K Road Maintenance and StreetSweeping: $1,329,433
Afterschool and other ChildcarePrograms/Park Safety andEnhancement: $2,122,616 Property owner L&Lassessment subsidy:$970,243
West SacramentoLibrary:$300,000
Fire and PoliceProtectionEnhancement:$1,536,621
Recreation Center Lease Payment : $883KRecreation Programs: $417KPark Maintenance: $250kRecreation Center Tennis Courts Lights and Drainage: $534KRecreation Center Access Controls System Upgrade: $39k FY 2023-24 EXPENDITURE DETAIL
Expenditures: $6,279,821
Call Street Pavem
K
OT
43 $250K
Expenditures: $p6,279,821 FY 2023-24 Measure K Fund Revenues Afterschool and other ChildcarePrograms/Park Safety andEnhancement: $2 122,616 y
$300,000
Fire and PoliceProEnhancement:$1,536,621
Rec Lease Payment : $883KRecreation Programs: $417KPark Maintenance: $250kRecreation Center Tennis Courts Lights and Drainage: $534KRecreation Center Access Controls System Upgrade: $39k $5 221 381 Fire and Police 000 otection
Aft
nt : $883K
cement: $2,122
creation Center
413
Projects Funded

MEASURE K
2023-2024 Water, Refuse and Lighting andLandscape District #1 Rate Reduction funding fromMeasure K:
$970,243 Key Projects Funded
Since Inception:

Total Since Inception: $14,604,117
Funding for a Low-Income Rate AssistanceProgram to reduce monthly residential waterand refuse charges for eligible customers.

Funding to subsidize Lighting & LandscapeDistrict costs.

Projects FundedM E A S U R E K
2023-2024 Water, Refuse and Lighting andLandscape District #1 Rate Reduction funding fromMeasure K:
$970,243
Funding for a Low-Income Rate AssistanceProgram to reduce monthly residential waterand refuse charges for eligible customers.

Funding to subsidize Lighting & LandscapeDistrict costs.

Total Since Inception: $14,604,117
414
Projects Funded

82.5%

17.5%

MEASURE K
2023-2024 Road Maintenance and StreetSweeping funding from Measure K:$1,329,433 Total Funding: $38,177,029
Key Projects FundedSince Inception:

Funds for three full-time employees including twoMaintenance Workers and a Chief MaintenanceWorker Funding for minor pothole and surface crackrepairs and small slurry seal projects Arterial Street Pavement Repair Project
West Capitol Road Rehabilitation Project
Additional Road Maintenance
Road Rehabilitation Projects
Allowance of bimonthly residential streetsweeping- doubled schedule from pre-Measure Kand staff/equipment assigned Projects FundedM E A S U R E K

82.5%

17.5%
$1,329,4332023-2024 Road Maintenance and StreetSweeping funding from Measure K:

Funds for three full-time employees including twoMaintenance Workers and a Chief MaintenanceWorker Allowance of bimonthly residential streetsweeping- doubled schedule from pre-Measure Kand staff/equipment assigned Funding for minor pothole and surface crackrepairs and small slurry seal projectsWest Capitol Road Rehabilitation Project Road Rehabilitation Projects
Arterial Street Pavement Repair ProjectAdditional Road Maintenance Total Funding: $38,177,029
415
Projects Funded

95.4%

4.6%

MEASURE K
2023-2024 West Sacramento Libraryfunding from Measure K:$300,000 Total Funding: $5,100,922
Key Projects FundedSince Inception:

Funding to support the library and ensurethe library will open four hours on Sundays Programming and other services at thelibrary
Projects FundedM E A S U R E K

95.4%

4.6%
funding from Measure K:$300,0002023-2024 West Sacramento Libraryfunding from Measure K:

Funding to support the library and ensurethe library will open four hours on Sundays Programming and other services at thelibrary
Total Funding: $5,100,922
416
Projects Funded

80.3%

19.7%

MEASURE K
2023-2024 Fire and Police Protection Enhancementfunding from Measure K:$1,536,621 Total Funding: $18,915,872
Key Projects FundedSince Inception:

Police and Code Enforcement resourcesdedicated to the West Capitol AvenueCorridor by adding 1 police officer, 2 policesergeants, and 1 code enforcement officer tocreate the Problem Oriented Policing Team(POP Team) Enhancement of fire operations by theaddition of 2 firefighters assigned to a firetruck on two out of the three shifts andovertime costs to backfill shifts for otherfirefighters out on leave or participating instrike teams Projects FundedM E A S U R E K

80.3%

19.7%
2023-2024 Fire and Police Protection Enhancementfunding from Measure K:$1,536,621 0 3%
Police and Code Enforcement resourcesdedicated to the West Capitol AvenueCorridor by adding 1 police officer, 2 policesergeants, and 1 code enforcement officer tocreate the Problem Oriented Policing Team(POP Team) Enhancement of fire operations by theaddition of 2 firefighters assigned to a firetruck on two out of the three shifts andovertime costs to backfill shifts for otherfirefighters out on leave or participating instrike teams Total Funding: $18,915,872
417
Projects Funded

74.7%

25.3%

MEASURE K
2023-2024 Afterschool and other ChildcarePrograms/Park Safety and Enhancement fundingfrom Measure K:

Key Projects Funded $2,122,616Since Inception:

Total Funding: $18,022,851
Funding to expand existing community servicesprograms, such as KIDS, Teen Camp, Teen Heroes,and the Recreation Center Afterschool Program Recreation Center LeaseBryte Park Phase II
Club West/Senior Center ImprovementsPark Playground Equipment Replacement andMaintenance Shade Structures in ParksRecreation Center Tennis Courts Lights andDrainage Projects FundedM E A S U R E K

25.3%
$2,122,6162023-2024 Afterschool and other ChildcarePrograms/Park Safety and Enhancement fundingfrom Measure K:

74.7%
Funding to expand existing community servicesprograms, such as KIDS, Teen Camp, Teen Heroes,and the Recreation Center Afterschool Program Recreation Center LeaseBryte Park Phase II
Park Playground Equipment Replacement andMaintenanceClub West/Senior Center ImprovementsShade Structures in ParksRecreation Center Tennis Courts Lights andDrainage Total Funding: $18,022,851
418
Measure V
YEAR 2008IMPACT Imposed a one-quarter
cent transaction anduse tax

VOTERESULTS

57.8% voted Yes, 42.2%voted No
Measure V is the continuation of the 1/4 cent capitalcomponent of Measure K, which was approved by votersin 2002 and expired in 2013.Voters approved the continuation capital componentsthrough Measure V for 20 years.Measure V expires in 2033.M e
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Streetcar/Light Rail:
$16,143,980
Flood ProtectionImprovements:$10,150,000
Street Rehab andTransportation:$7,987,852
Other: $1,418,338
$52,674,221
$34,369,177
EXPENDITURES CUMULATIVE TO DATE:

Tax Revenue andExpendituresSince Inception

MEASURE V
Expenditures: $35,700,170
As of June 30, 2024,Total Measure V FundRevenues are
b 16
io
and $1
on:

Expenditures:
reetca
6 143 9
t
16 S$
As of June 30, 2024,Total Measure V Fund
Flood PrImprovements:$10,150,000
o
ments:
otection
t
Expenditures: $35,700,170
$ 6
Total Measure V FundRevenues are
420

MEASURE V
$6,102,099
2022-23:

Other: $4,205
$5,786,202
FY 2023-24 EXPENDITURE DETAIL
Expenditures: $4,205
FY 2023-24Tax Revenuesand Expenditures
FY 2023-24
Measure V Fund Revenues

M E A S U R E V
Other: $4,205
FY 2023-24Tax Revenuesand Expenditures
FY 2023-24 EXPENDITURE DETAIL
Expenditures: $p 4,205 Expenditures: Measure V Fund Revenues FY 2023-24
M V F d R
421
Measure E
YEAR 2016IMPACT Imposed a one-quarter
cent transaction anduse tax

VOTERESULTS

65.74% voted Yes34.26% voted No
M
e
a
s
u
r
e
E
422
Road Rehabilitation
Projects: $9,759,204
Bicycle/PedestrianTrails: $2,234,995
HomelessnessInitiative:$4,577,617
ReducingCommunityImpacts OfHomelessness:$7,327,865
$34,439,380
$27,249,612
EXPENDITURES CUMULATIVE TO DATE:

WestSacramentoHome Run:$6,644,260
Smart City:$2,254,324
Misc. Public Safety:$314,778
Other: $330,693

MEASURE E
Expenditures: $33,443,736
Tax Revenue andExpendituresSince Inception
As of June 30, 2024,Total Measure E FundRevenues are
rt City:
54 Road R
c
RoadProjec
y
4,324
Expenditures: $33 443 736
nto
n: As of June 30, 2024,
Total Measure E Fund
/ strian
rails: $2,234,995
omelessness
Initiative:$4,577,617
ReducingCommunitImpacts OfHomelessness:$7,327,865
y
f
T
$33,443,736
$34 439 380Revenues are
R d i
Bicycle/Pedes
il $2 234
BT
HoI
423
$5,570,466

MEASURE E
FY 2023-24Tax Revenuesand Expenditures
FY 2023-24
Measure E Fund Revenues
6th St & Cummins Traffic Safety Project: $71KLRPMP Property Acquisitions: $260KArterial Street Pavement: $1.0MNeighborhood Pavement: $750K Road Rehabilitation: $2,236,364
Homelessness Initiative: $609,830
Downtown Streets: $544KInterim Housing FacilityRepairs: $50K West Sacramento Home Run:$1,399,677
Smart City: $393,289
Other Public Safety: $94,357
Reducing Impactsof Homelessness:$1,292,567
Expenditures: $6,194,124
FY 2023-24 EXPENDITURE DETAIL
Other: $104,913
Bicycle/PedestrianTrail: $63,127

M E A S U R E E
FY 2023-24Tax Revenuesand Expenditures
West Sacramento Home Run:$1,399,677
Smart City: $393,289
O h P bli Safety: $94,357
educing Impacts
Homelessness:
,292,567
FY 2023-24 EXPENDITURE DETAIL
913
cycle/Pedestrian
rail: $63,127
Arterial St
Road Rehab
iti ti $609 830
BiTr
7 Other Public Sa
4,9
Reof$1
Road Reh
Other: $104
Expenditures: $p6,194,124 FY 2023-24 Measure E Fund Revenues 6thLRPArtNeiArt
424
Projects Funded

MEASURE E
2023-2024 Road Rehabilitation Projectsfunding from Measure E:$2,236,364 Total Funding: $9,759,204
Key Projects FundedSince Inception:

Arterial Street Pavement Repair project
State Streets Pavement Rehab project West Cap Road Rehab projectSutter Street Pavement and DrainageRehabilitation Project LRPMP Property Acquisitions Neighborhood Pavement Preservation program
Plug-in Partnership Project (EV Chargers) Other Road Projects Projects FundedM E A S U R E E
funding from Measure E:$2,236,3642023-2024 Road Rehabilitation Projectsfunding from Measure E:

Arterial Street Pavement Repair project Neighborhood Pavement Preservation program State Streets Pavement Rehab project West Cap Road Rehab projectSutter Street Pavement and DrainageRehabilitation Project Plug-in Partnership Project (EV Chargers)
LRPMP Property AcquisitionsOther Road Projects
Total Funding: $9,759,204
425
Projects Funded
99%
1%

MEASURE E
2023-2024 Bicycle/Pedestrian Trailsfunding from Measure E:$63,127 Key Projects Funded Since Inception:

Total Funding: $2,234,995
Southport Levee Trailhead Project
Sycamore Trail Phase 3 Other Trail Projects
Barge Canal Trail Project
Projects FundedM E A S U R E E
99%
1%
y
funding from Measure E:$63,1272023-2024 Bicycle/Pedestrian Trails Southport Levee Trailhead Project
Sycamore Trail Phase 3
Barge Canal Trail ProjectOther Trail Projects
Total Funding: $2,234,995
426
Projects Funded

76.5%
16%

7.5%

MEASURE E
2023-2024 Reducing Community Impactsof Homelessness funding from Measure E:$1,292,567 Total Funding: $11,905,482
Key Projects Funded Since Inception:

Four full-time staff members including a SeniorProgram Manager, Program Associate and SeniorPark Maintenance Worker Purchase of the properties for Interim Housing
Homeless Encampment AbatementInterim Housing Facility Repairs Project Downtown Streets Contract
2023-2024 Homelessness Initiativefunding from Measure E:$609,830 Projects FundedM E A S U R E E
16%

7.5%
$1,292,5672023-2024 Homelessness Initiativefunding from Measure E:$609,8302023-2024 Reducing Community Impactsof Homelessness funding from Measure E:$1 292 567

76.5%
Downtown Streets Contract
Homeless Encampment AbatementInterim Housing Facility Repairs ProjectFour full-time staff members including a SeniorProgram Manager, Program Associate and SeniorPark Maintenance Worker Purchase of the properties for Interim Housing
Total Funding: $11,905,482
427
Projects Funded

81.6%

18.4%

MEASURE E
2023-2024 West Sacramento Home Runfunding from Measure E:$1,399,677 Key Projects Funded Since Inception:

Total Funding: $6,644,260
Staffing for four and a half employees including abusiness manager, program manager, programtechnician and data services manager Home Run Internship programLos Rios College Promise Tuition programPreschool scholarships Funding for two full-time Early learning specialistcontracts to perform training, coaching,assessments, and ratings of preschoolsparticipating in the program Projects FundedM E A S U R E E

81.6%

18.4%
$1,399,6772023-2024 West Sacramento Home Runfunding from Measure E:$1 399 677 6%
Staffing for four and a half employees including abusiness manager, program manager, programtechnician and data services manager Los Rios College Promise Tuition programPreschool scholarshipsHome Run Internship program Funding for two full-time Early learning specialistcontracts to perform training, coaching,assessments, and ratings of preschoolsparticipating in the program Total Funding: $6,644,260
428

91.3%

5.8% 1.5%
Projects FundedMEASURE E
2023-2024 Smart City funding fromMeasure E:$393,289
Total Funding: $1,861,035
Smart City Key Projects Funded SinceInception:

0.33 FTE IT/Innovation Director and 0.5 FTE DataManagerBroadband Action PlanInnovative Technology Community Engagement Software 2023-2024 Other Public Safety funding from Measure E:
$94,357
Other Public Safety Key Projects FundedSince Inception:

Community and Youth Engagement Events
Total Funding: $314,778
Other Key Projects Funded Since Inception:

0.5 FTE Senior Analyst
Total Funding: $330,693
2023-2024 Other funding fromMeasure E:$104,913
Projects FundedM E A S U R E E

91.3%

5.8% 1.5%
$94,357
2023-2024 Other funding fromMeasure E:$104,913
2023-2024 Smart City funding fromMeasure E:$393,2892023-2024 Other Public Safetyfunding from Measure E:$94 357 Community Engagement Software
Broadband Action PlanInnovative Technology0.33 FTE IT/Innovation Director and 0.5 FTE DataManager Total Funding: $1,861,035
Community and Youth Engagement Events

0.5 FTE Senior Analyst
Total Funding: $330,693
Total Funding: $314,778
429
Measure N
YEAR 2018IMPACT Imposed a one-quarter
cent transaction anduse tax

VOTERESULTS

51.44% voted Yes,48.56% voted No
M
e
a
s
u
r
e
N
430
Community
Investment:$5,219,482
Inclusive EconomicDevelopment:$519,680
$27,137,955
Expenditures $19,184,307
EXPENDITURES CUMULATIVE TO DATE:

Public Safety:$13,435,638
MEASURE NTax Revenue andExpendituresSince Inception
As of June 30, 2024,Total Measure N FundRevenues are
$519,68
om
ve
5,
CoInv$5
As of June 30, 2024,Total Measure N Fund
Safety:

Expenditures $19,184,307
$27 137 955
Revenues are
431
Expenditures $4,060,937
Community Investment: $575,361
Public Safety: $3,114,990
$8,198,251

MEASURE N
Public Safety Ongoing: $2.54MOne-Time MOU & PD Cameras: $577K Sidewalks & Transportation Equity Program: $82KEV Charging Rate Subsidy: $65KClarksburg Branch Line Trail: $171KSidewalk Repair & Replacement Program: $250K Inclusive Economic Development:$368,680
Rock the Block Contribution: $50KAlyce Norman Park Master Plan: $200K FY 2023-24Tax Revenuesand Expenditures
FY 2023-24 EXPENDITURE DETAIL
FY 2023-24
Measure N Fund Revenues
P bli S f $3 114 990

M E A S U R E N
FY 2023-24Tax Revenuesand Expenditures
FY 2023-24 EXPENDITURE DETAIL
y Investment: $575,361
ks & Transportation Equity Program: $82K
ging Rate Subsidy: $65K
urg Branch Line Trail: $171K
e Econom
0 Rock the Block CAlyce Norman P
Public Safety: $3,114,990
Public Safety Ongoing: $2.54MOne-Time MOU & PD Cameras: $577K tment: $575 361
Inclusive$368,68
R k th
Expenditures $4,060,937 Measure N Fund Revenues
FY 2023-24
elopment:
432
Projects Funded

56.6%

43.4%

MEASURE N
2023-2024 Public Safety funding fromMeasure N:$3,114,990 Key Projects Funded Since Inception:

Total Funding: $13,435,638
A transfer out to the General Fund for the POA andPMA MOU contribution (staffing costs)Funding for a comprehensive Police Department Funding for the CALEA Coordinator/Analyststudy of operations and staffing Fire Station #45 Debt Payoff
Funding for two full-time Patrol CommunityService Officers Projects FundedM E A S U R E N

43.4% Measure N:
$3,114,9902023-2024 Public Safety funding fromMeasure N:

56.6%
A transfer out to the General Fund for the POA andPMA MOU contribution (staffing costs)Funding for a comprehensive Police Departmentstudy of operations and staffing Fire Station #45 Debt Payoff
Funding for two full-time Patrol CommunityService OfficersFunding for the CALEA Coordinator/Analyst Total Funding: $13,435,638
433
Projects Funded

87.6%

12.4%

MEASURE N
2023-2024 Community Investmentfunding from Measure N:$575,361 Key Projects Funded Since Inception:

Total Funding: $5,219,482
Bryte Park Project
Elkhorn Park Improvements
Memorial Park Improvements
STEP Sidewalk & Transportation Equity ProgramFunding (grant match funds) Sac Avenue Complete Streets Project Funding(grant match funds)EV Charging Rate Subsidy Clarksburg Branch Line Trail Sidewalk Repair & Replacement Program Projects FundedM E A S U R E N

87.6%

12.4%
$575,3612023-2024 Community Investmentfunding from Measure N:

Bryte Park Project
Memorial Park Improvements
STEP Sidewalk & Transportation Equity ProgramFunding (grant match funds) Sac Avenue Complete Streets Project Funding(grant match funds)Elkhorn Park ImprovementsEV Charging Rate Subsidy Clarksburg Branch Line Trail Sidewalk Repair & Replacement Program Total Funding: $5,219,482
434
Projects Funded

91.7%

8.3%

MEASURE N
2022-2023 Inclusive EconomicDevelopment funding from Measure N:$368,680 Key Projects FundedSince Inception:

Total Funding: $519,680
Contribution to Rock the Block (program to providelow/no cost home repairs in disadvantagedneighborhoods) Small Business Accelerator Program
Alyce Norman Park Master Plan
Projects FundedM E A S U R E N

91.7%

8.3%
$368,6802022-2023 Inclusive EconomicDevelopment funding from Measure N:

Contribution to Rock the Block (program to providelow/no cost home repairs in disadvantagedneighborhoods) Small Business Accelerator ProgramAlyce Norman Park Master Plan Total Funding: $519,680
435
436
Summary by
Major Category
Roads Maintenace and Projects$57,704,606Transit and Transportation Opportunities$19,518,980 Parks, Childcare, and Other Improvements$30,515,367
Impacts of Homelessness$11,905,482Roads Maintenace and Projects$57,704,606 Parks, Childcare, and Other Improvements$30,515,367
Transit and Transportation Opportunities$19,518,980Impacts of Homelessness$11,905,482 Public Safety$26,989,761
437
Questions?

THANK YOU
cityofwestsacramento.org
Address Website
1110 W Capitol Ave,West Sacramento, CA 95691Q
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438

CITY COUNCIL AGENDA REPORT
MEETING DATE: March 19, 2025 ITEM # 13
SUBJECT:

CONSIDERATION OF APPROVAL OF THE MINUTES OF THE DECEMBER 4, 2024 REGULAR AND SPECIAL MEETINGS, JANUARY 15, 2025 REGULAR AND SPECIAL MEETINGS, FEBRUARY 6-7, 2025 SPECIAL MEETING, AND THE FEBRUARY 19

REGULAR MEETING OF THE WEST SACRAMENTO CITY COUNCIL, REDEVELOPMENT

SUCCESSOR AGENCY, AND WEST SACRAMENTO FINANCING AUTHORITY INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Jennifer Cusmir, City Clerk
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this report is to provide the City Council with the draft minutes of the December 4, 2024 Regular and Special Meetings, January 15, 2025 Regular and Special Meetings, February 6-7, 2025 Special Meeting, and February 19, 2025 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council approve the minutes of the December 4, 2024 Regular and Special Meetings, January 15, 2025 Regular and Special Meetings, February 6-7, 2025 Special Meeting, and February 19, 2025 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

BACKGROUND
N/A

ANALYSIS
N/A
Environmental Considerations
N/A
Commission Recommendations
N/A
Strategic Plan Integration
N/A
Coordination and Review
N/A
Budget Cost Impact
N/A

ATTACHMENT(S)
1) Draft Minutes of the December 4, 2024 Regular Meeting 2) Draft Minutes of the December 4, 2024 Special Meeting 3) Draft Minutes of the January 15, 2025 Regular Meeting 4) Draft Minutes of the January 15, 2025 Special Meeting 5) Draft Minutes of the February 6-7, 2025 Special Meeting 6) Draft Minutes of the February 19, 2025 Regular Meeting 439

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
DECEMBER 4, 2024 MINUTES
The meeting was called to order at 7:16 p.m.

Present
Mayor Martha Guerrero; Mayor Pro Tem Dawnte Early; Council Member Quirina Orozco; Council Member Norma Alcala; Council Member Verna Sulpizio Hull GENERAL ADMINISTRATION FUNCTION – PART I
City Attorney Mitchell reported that the City Council met in a Closed Session and no action was taken.

1. PRESENTATIONS BY THE PUBLIC ON MATTERS NOT ON THE AGENDA WITHIN THE

JURISDICTION OF THE COUNCIL
The Council is prohibited from discussing issues not on the agenda brought to them at this time.

According to State Law (the Brown Act), items must first be noticed on the agenda before any discussion or action.

The City Council received public comment on items not on the agenda within the City's jurisdiction.

PRESENTATIONS
There were no Presentations.

CONSENT AGENDA
Approved the Consent Agenda with the exception of Item 6, which was pulled from the agenda and will be brought back to Council at a future meeting.

MOTION: Alcala SECOND: Early
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

2. Capital Projects
CONSIDERATION OF CONTRACT AMENDMENT NO. 5 FOR PROFESSIONAL SERVICES WITH DEWBERRY ENGINEERS, INC. FOR THE SYCAMORE TRAIL PHASE III PROJECT (CIP 14027) Approved Amendment No. 5 to the contract for professional services with Dewberry Engineers, Inc. in the amount of $46,771.92; authorized the City Manager, or his designee, to execute Amendment No. 5 with Dewberry Engineers, Inc. in the amount not to exceed $46,771.92; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the professional services contract, with approval from the City Attorney; and 440
2 delegated authority to the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

3. Capital Projects
CONSIDERATION OF RESOLUTION 24-121 APPROVING THE MEMORANDUM OF

AGREEMENT AND CULTURAL RESOURCES EASEMENT TEMPLATES FOR USE IN

GOVERNMENT-TO-GOVERNMENT RELATIONS WITH NATIVE AMERICAN TRIBES, AND

DELEGATING AUTHORITY TO THE CITY MANAGER
Adopted Resolution 24-121 approving the Memorandum of Agreement and Cultural Resources Easement templates for protecting the cultural resources of California Native American Tribes; and delegated authority to the City Manager to negotiate and execute the Memorandum of Agreement and Deed of Cultural Conservation Easement, provided the negotiated documents are the same as the templates approved in this action.

4. Capital Projects
CONSIDERATION OF CONTRACT AMENDMENT NO. 4 WITH GHIRARDELLI ASSOCIATES FOR THE RIVERFRONT STREET EXTENSION AND 5TH STREET WIDENING PROJECT (CIP 15032)
Approved and authorized the City Manager, or his designee, to execute Amendment No. 4 to the construction management contract with Ghirardelli Associates in the amount of $11,628.32 and extended the term of the contract until June 30, 2025 for the Riverfront Extension & 5th Street Widening project (CIP 15032); authorized the City Manager or his designee to execute amendments or change orders up to 15% of the contract amendment amount $1,744.25; authorized the City Manager to execute non-substantive changes or modifications to the contract, with approval from the City Attorney; and authorized the City Manager or his designee to execute amendments to further extend the term of the contract, if necessary.

5. Community Development
CONSIDERATION OF APPROVAL OF CONTRACT AMENDMENT No. 1 FOR PROFESSIONAL SERVICES WITH HDR ENGINEERING, INC. FOR THE ENTERPRISE CORRIDOR AND BRIDGE CROSSING PROJECT AND ADOPTION OF RESOLUTION 24-120 APPROVING BUDGET RELATED ADJUSTMENTS (CIP 11042)
Approved Contract Amendment No. 1 of the contract for professional services with HDR Engineering, Inc. to include additional scope of work as specified in Attachment 1 for the Project (CIP 11042) in the amount of $486,025; approved Resolution 24-120 (Attachment 2) authorizing increase in project budget from $4,005,000 to $4,491,025 funded through a contribution from the Port ($163,723), transfer from existing budget appropriations from CIP 11018, 11022, and 11037 ($216,933.97), and $105,368.03 from a reappropriation of Measure G funds to this project; and authorized the City Manager to enter into a Cooperative Agreement with the California Department of Transportation (Caltrans) to participate in site assessment, design review, and environmental documentation associated with the Enterprise North Park and Ride and the Enterprise Corridor and Bridge Crossing Project.

6. Economic Development & Housing

CONSIDERATION OF CONTRACT WITH LISA REINERTSON FOR THE WASHINGTON DISTRICT NEIGHBORHOOD PARK PUBLIC ART ELEMENT (CIP 62142) This item was pulled from the agenda and will be brought back to the Council at a future meeting.

7. Finance

CONSIDERATION OF ACCEPTANCE OF THE COMMUNITY FACILITIES DISTRICTS ANNUAL REPORT ON SPECIAL TAXES AND BOND PROCEEDS FOR FISCAL YEAR 2023/2024 441
3 Received the Community Facilities District annual report on Special Taxes and Bond Proceeds for the 2023/2024 fiscal year and provide staff any comments.

8. Finance

CONSIDERATION OF ACCEPTANCE OF THE ANNUAL REPORT ON DEVELOPMENT IMPACT FEES FOR FISCAL YEAR 2023/24 WITH FIVE-YEAR FINDINGS
Received as informational report.

9. Finance
CONSIDERATION OF RESOLUTION 24-129 AUTHORIZING PARTICIPATION IN THE

CALIFORNIA PACE PROGRAM AND AUTHORIZING THE CALIFORNIA ENTERPRISE

DEVELOPMENT AUTHORITY TO CONDUCT CONTRACTUAL PACE ASSESSMENTS WITHIN

THE CITY OF WEST SACRAMENTO
Adopted a resolution to join the CEDA PACE Program; and authorized the California Enterprise Development Authority (CEDA) to accept applications, conduct voluntary contractual assessment proceedings, and levy contractual PACE assessments within the City of West Sacramento for financing or refinancing of certain renewable energy, energy efficiency, seismic retrofits, electric vehicle charging infrastructure, wildfire suppression for any portion of the City that lies within a Very High Fire Hazard Severity Zone and water efficiency improvements for commercial property owners.

10. Parks & Recreation
CONSIDERATION OF RESOLUTION 24-122 APPROPRIATING FUNDS FOR THE PURCHASE OF 2286 DEL MONTE STREET FOR FUTURE PARK ACCESS
Found that acquisition of the property at 2286 Del Monte Street is subject to a Class 1 Categorical Exemption (Existing Facilities) under the California Environmental Quality Act pursuant to Title 14, Division 6, Chapter 3, Article 19, Section 15301 of the California Code of Regulations; and adopted Resolution 24-122 (Attachment 1) establishing a budget appropriation of $2,248,500 from Measure G and Park Impact Fee Funds to cover acquisition, leasing and property management costs for the property located at 2286 Del Monte Street.

11. Parks & Recreation
CONSIDERATION OF RESOLUTION NO. 24-126 AUTHORIZING A GRANT AGREEMENT BETWEEN THE CITY OF WEST SACRAMENTO AND WEST SACRAMENTO GIRLS’ SOFTBALL

FOR NEW DUGOUT PURCHASE
Found that the purchase and construction of two dugouts at Alyce Norman Park for West Sac Girls Softball is exempt from CEQA pursuant to the Categorical Exemptions under California Code of Regulations, Title 14, Division 6, Chapter 3 (“CEQA Guidelines”), Sections 15301, 15303, and 15304, and find that the determination represents the independent judgment of the City; and adopted Resolution 24-126 (Attachment) establishing a budget appropriation of $35,000 from Measure N to match the Clark Pacific donation for the construction of two dugouts at Alyce Norman Park for West Sac Girls Softball.

12. City Manager's Office

CONSIDERATION OF UPDATES TO PUBLICLY AVAILABLE PAY SCHEDULE FOR EXTRA

HELP EMPLOYEES AND APPROVAL OF UPDATED JOB DESCRIPTION
Approveed the updated publicly available pay schedule (Classification Plan) for Fiscal Year 2024/25; and Approved the updated job classification description for Flood Protection Manager.

13. City Manager's Office
442
4 CONSIDERATION OF APPROVAL OF THE MINUTES OF THE NOVEMBER 6, 2024 AND NOVEMBER 20, 2024 REGULAR MEETINGS OF THE WEST SACRAMENTO CITY COUNCIL,

REDEVELOPMENT SUCCESSOR AGENCY, AND WEST SACRAMENTO FINANCING

AUTHORITY
Approved the minutes of the November 6, 2024 and November 20, 2024 Regular Meetings of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

PUBLIC HEARINGS

14. Economic Development & Housing
CONSIDERATION OF SECOND READING AND ADOPTION OF ORDINANCE 24-17 AMENDING CHAPTERS 9 AND 12, AND REPEALING AND READOPTING TITLE 10 OF THE WEST

SACRAMENTO MUNICIPAL CODE RELATED TO TRAFFIC AND PARKING AND PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 24-114 AMENDING THE CITY OF WEST

SACRAMENTO BOOK OF FEES RELATED TO PARKING
Conducted a public hearing; waived the second reading and adopted Ordinance 24-17 amending Chapters 9.28 and 12.12 of the Municipal Code and repealing and readopting Title 10 of the Municipal Code related to traffic and parking; and adopted Resolution 24-114 amending the Book of Fees related to parking.

MOTION: Early SECOND: Sulpizio Hull
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

15. Finance
PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 24-127 AUTHORIZING PARTICIPATION IN THE CALIFORNIA ENTERPRISE DEVELOPMENT AUTHORITY (“CEDA”) BONDS ASSISTING NEW DEVELOPMENT (“BAND”) PROGRAM AND CONSIDERATION OF RESOLUTION 24-128 APPROVING ASSOCIATE MEMBERSHIP IN CEDA AND EXECUTION OF

ASSOCIATE MEMBERSHIP AGREEMENT
Conducted a public hearing; adopted Resolution 24-127 authorizing participation in the BAND program; adopted Resolution 24-128 approving Associate Membership in CEDA and approving the form of the Associate Membership Agreement; and authorized the Finance Director, or designee thereof, to execute all documents and take any and all actions necessary and appropriate to carry out the intent of this resolution.

MOTION: Early SECOND: Sulpizio Hull
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

REGULAR AGENDA

16. Community Development

UPDATE ON THE COMPREHENSIVE SAFETY ACTION PLAN
Received staff's presentation on the progress made toward developing the Comprehensive Safety Action Plan and provided feedback on street safety in West Sacramento. 443
5 17. Economic Development & Housing

PRESENTATION OF TOURISM IMPROVEMENT DISTRICT FEASIBILITY STUDY AND

CONSIDERATION OF AUTHORITY TO PURSUE FORMATION
Received a presentation on the Tourism Improvement District Feasibility Study; and authorized staff to pursue formation of a Tourism Improvement District in West Sacramento.

MOTION: Sulpizio Hull SECOND: Alcala
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);
GENERAL ADMINISTRATION FUNCTION – PART II

18. COUNCIL COMMUNICATIONS / ASSIGNMENTS
There were no reports.

19. PART II
A. Council Calendar
Assistant City Manager Berlin reported on the Council Calendar.

B. City Manager Report
City Manager Laurel provided the City Manager's Report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
None.

F. Adjourn
Adjourned both the regular and special meetings at 11:04 p.m. in memory of Joe Goeden who served as the City Manager of West Sacramento from 1989 to 2002.

MOTION: Early SECOND: Sulpizio Hull
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);
444
6 Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on March 19, 2025.

Jennifer Cusmir, City Clerk
445

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Special Meeting
DECEMBER 4, 2024 MINUTES
The meeting was called to order at 7:16 p.m.

Present
Mayor Martha Guerrero; Mayor Pro Tem Dawnte Early; Council Member Quirina Orozco; Council Member Norma Alcala; Council Member Verna Sulpizio Hull

PRESENTATIONS

1. City Manager's Office

SWEARING-IN OF NEWLY ELECTED MAYOR AND CITY COUNCIL MEMBERS Mayor Guerrero's oath of office was administered by her daughter, Elaine Sanchez.

Councilmember Alcala's oath of office was administered by her daughter-in-law, Arlett Quirros Gutierrez Alcala.

Councilmember Orozco's oath of office was administered by State Senator Christopher Cabaldon.

CONSENT AGENDA
Approved the Consent Agenda.

MOTION: Early SECOND: Alcala
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

2. City Manager's Office
CONSIDERATION OF RESOLUTION 24-132 ACCEPTING THE OFFICIAL CANVASS AND CERTIFICATION OF THE NOVEMBER 5, 2024 ELECTION AND DECLARING ELECTED MARTHA GUERRERO (MAYOR), NORMA ALCALA (COUNCIL, DISTRICT 1) AND QUIRINA OROZCO (COUNCIL, DISTRICT 2)
Adopted Resolution 24-132 accepting the official canvass and certification of the November 5, 2024 election and declaring elected as Mayor, Martha Guerrero, Norma Alcala as City Council Member representing District 1, and Quirina Orozco as City Council Member representing District

2. 3. Finance
CONSIDERATION OF RESOLUTION 24-130 AUTHORIZING THE MAYOR TO EXECUTE

AGREEMENTS WITH THE CALIFORNIA DEPARTMENT OF TAX AND FEE ADMINISTRATION 446
2 FOR IMPLEMENTATION OF A LOCAL TRANSACTIONS AND USE TAX AND RESOLUTION 24- 131 EXAMINATION OF SALES OR TRANSACTION AND USE TAX RECORDS Adopted both Resolution 24-130 and Resolution 24-131 authorizing the Mayor to execute agreements with the California Department of Tax and Fee Administration for implementation of a local and authorizing the examination of sales or transactional and use tax records collected by the California Department of Tax and Fee Administration and identifying positions eligible to examine the confidential records.

4. Adjourn
Adjourned both the regular and special meetings at 11:04 p.m. in memory of Joe Goeden who served as the City Manager of West Sacramento from 1989 to 2002.

MOTION: Early SECOND: Sulpizio Hull
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);
Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on March 19, 2025.

Jennifer Cusmir, City Clerk
447

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
JANUARY 15, 2025 MINUTES
The meeting was called to order at 7:08 p.m.

GENERAL ADMINISTRATION FUNCTION – PART I
City Attorney Mitchell reported that the City Council met in a Closed Session and no action was taken.

1. PRESENTATIONS BY THE PUBLIC ON MATTERS NOT ON THE AGENDA WITHIN THE

JURISDICTION OF THE COUNCIL
The Council is prohibited from discussing issues not on the agenda brought to them at this time.

According to State Law (the Brown Act), items must first be noticed on the agenda before any discussion or action.

The City Council received public comment on items not on the agenda within the City's jurisdiction.

PRESENTATIONS
None.

CONSENT AGENDA
Approved the Consent Agenda.

MOTION: Early SECOND: Alcala
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

2. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 25-7 AMENDING THE CAPITAL

IMPROVEMENT PROGRAM BUDGET AND APPROVAL OF A PROFESSIONAL SERVICES

CONTRACT WITH KIMLEY HORN AND ASSOCIATES FOR ENGINEERING SERVICES ON THE STONE BLVD EXTENSION PROJECT (CIP 10053)
Adopted Resolution 25-7 amending the Capital Improvement Program Budget, awarded a professional services contract with Kimley Horn and Associates, Inc. for engineering design of the Stone Blvd Extension Project; delegated authority to the City Manager, or his designee, to execute a professional services contract with Kimley Horn and Associates, Inc. on the Stone Blvd Extension Project for an amount not to exceed $1,429,906; authorized the City Manager, or his designee, to make contract amendments up to 10% ($143,000) of the total contract value on Stone Blvd Extension Project; authorized the City Manager, or his designee, to execute non448 2 substantive changes or modifications to these professional services contracts, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of these contracts, if necessary.

3. Capital Projects

CONSIDERATION OF ADOPTION OF APPROVAL OF A PROFESSIONAL SERVICES CONTRACT WITH WOOD RODGERS, INC. FOR ENGINEERING SERVICES FOR THE NORTH 5TH STREET COMPLETE STREETS AND CONNECTIVITY PROJECT (CIP 16013) Found that approval of a professional services contract with Wood Rodgers is not subject to the California Environmental Quality Act (CEQA) as it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment pursuant to CEQA guidelines section 15060(c) and 15378(a); approved a professional services contract for engineering services with Wood Rodgers for the North 5th Street Complete Streets and Connectivity Project (CIP 16013); authorized the City Manager, or his designee, to execute a professional services contract with Wood Rodgers for an amount not to exceed $614,814.72; authorized the City Manager, or his designee to execute non-substantive changes or modifications to the professional services contract, with approval from the City Attorney; authorized the City Manager, or his designee, to execute amendments up to 20% ($122,962.94) of the total contract amount; and delegated authority to the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary, and to approve and incorporate additional tasks.

4. Capital Projects
CONSIDERATION OF APPROVAL OF CONTRACT AMENDMENT NO. 3 WITH CONSOR NORTH AMERICA, INC. FOR THE SYCAMORE TRAIL EXTENSION PHASE II PROJECT (CIP 14021) Approved and authorized the City Manager, or his designee, to execute Amendment No. 3 to the construction management contract with Consor in the amount of $300,000 and extend the term of the contract to December 31, 2025, for the Sycamore Trail Extension Phase II Project; authorized the City Manager or his designee to execute amendments or change orders up to 15% of the contract amendment amount $45,000; authorized the City Manager to execute nonsubstantive changes or modifications, with approval from the City Attorney; and authorized the City Manager or his designee to execute amendments to further extend the term of the contract, if necessary.

5. Capital Projects
CONSIDERATION OF RESOLUTION 25-09 APPROVING THE 2024 SEWER MASTER PLAN UPDATE, RESOLUTION 25-10 AMENDING THE CAPITAL IMPROVEMENT PROGRAM (CIP), AND BLACK AND VEATCH AMENDMENT 2 FOR ENGINEERING SERVICES FOR THE CITY OF WEST SACRAMENTO SEWER MASTER PLAN UPDATE (CIP 31008)
Found that the 2024 Sewer Master Plan Update is within the scope of the previously certified Environmental Impact Report (EIR) prepared for the General Plan 2035, and no new or substantially more adverse impacts would occur through implementation of the proposed project.

As a result, no new environmental document or analysis is required consistent with State of California Environmental Quality Act (CEQA) Guidelines Sections 15162 and 15168(c)(2); adopted Resolution 25-09 approving the Sewer Master Plan Update; adopted Resolution 25-10 amending the Capital Improvement Program; delegated authority to the City Manager or his designee to execute amendment 2 to the contract with Black & Veatch for $67,590; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the construction contract, with approval from the City Attorney; and authorized the City Manager or his designee to execute amendments to extend the term of the contract.

6. Capital Projects
CONSIDERATION OF RESOLUTION 25-11 APPROVING THE 2024 WATER MASTER PLAN UPDATE AND RESOLUTION 25-12 AMENDING THE CAPITAL IMPROVEMENT PROGRAM 449
3 (CIP) AND AMENDMENT 3 WITH ZANJERO FOR ENGINEERING SERVICES FOR THE CITY OF WEST SACRAMENTO WATER MASTER PLAN UPDATE (CIP 21037)
Found that the 2024 Water Master Plan Update is within the scope of the previously certified Environmental Impact Report (EIR) prepared for the General Plan 2035, and no new or substantially more adverse impacts would occur through implementation of the proposed project.

As a result, no new environmental document or analysis is required consistent with State of California Environmental Quality Act (CEQA) Guidelines Sections 15162 and 15168(c)(2); adopted Resolution 25-11, approving the 2024 Water Master Plan Update; adopted Resolution 25-12, amending the Capital Improvement Program; delegated authority to the City Manager or his designee to execute Zanjero contract Amendment 3 for $45,000; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the contract, with approval from the City Attorney; and authorized the City Manager or his designee to execute amendments to extend the term of the contract.

7. Capital Projects

CONSIDERATION OF REJECTION OF ALL BIDS FOR THE B STREET TOWER PARKLET PROJECT (CIP 15056)
Rejected all bids for the B Street Tower Parklet Project (24-027-ITB).

8. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 25-2 AMENDING THE CAPITAL IMPROVEMENT PROGRAM BUDGET AND APPROVAL OF CHANGE ORDERS 10-12 TO THE CONSTRUCTION CONTRACT FOR TORRES PROJECT MANAGEMENT, INC. FOR THE FIRE STATION 43 TENANT IMPROVEMENT PROJECT (CIP 51031)
Adopted Resolution 25-2 amending the Capital Improvement Program budget; approved Change Orders 10-12 to the construction contract with Torres Project Management, Inc. in the amount of $28,295.13 for the Fire Station 43 TI Project; authorized the City Manager, or his designee, to execute change orders 10-12; authorized the City Manager, or his designee, to execute contract amendments or change orders for up to an additional $10,000 in contingency; and authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the construction contract, with approval from the City Attorney.

9. Capital Projects
CONSIDERATION OF AWARD OF CONTRACT TO FIRESTATIONFURNITURE.COM FOR THE

PURCHASE OF NEW STORAGE LOCKERS AND ASSEMBLY FOR STORAGE LOCKERS FOR FIREFIGHTER PPE PROJECT (CIP 51045)
Found that the Storage Lockers for Firefighter PPE project is exempt from CEQA review pursuant to the Categorical Exemption under California Code of Regulations, Title 14, Division 6, Chapter 3 (“CEQA Guidelines”), Article 19, Section 15301 (Existing Facilities); authorized the City Manager or his designee to approve and execute a services contract with FireStationFurniture.com in an amount not to exceed $55,783.38; authorized the City Manager, or his designee to execute non-substantive changes or modifications to the services contract, with approval from the City Attorney; authorized the City Manager, or his designee, nonsubstantive changes or modifications, amendments, change orders, agreements, and/or purchases up to 15% ($8,367.50) of the total contract amount; and delegated authority to the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

10. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 25-5 AMENDING THE CAPITAL IMPROVEMENT PROGRAM BUDGET AND APPROVAL OF CHANGE ORDERS 11-14 TO THE 450
4 CONSTRUCTION CONTRACT FOR TORRES PROJECT MANAGEMENT, INC. FOR THE POLICE DEPARTMENT TENANT IMPROVEMENT PROJECT (CIP 51033) Adopted Resolution 25-5 amending the Capital Improvement Program budget; approved Change Orders 11-14 to the construction contract with Torres Project Management, Inc. in the amount of $31,372.86 for the Police Department TI Project; authorized the City Manager, or his designee, to execute change orders 11-14; authorized the City Manager, or his designee, to execute any contract amendments or change orders up to an additional $10,000 in contingency; and authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the construction contract, with approval from the City Attorney.

11. Community Development
CONSIDERATION OF RESOLUTION 25-4 APPROVING THE FINAL MAP FOR SUBDIVISION 5223, INDEPENDENCE IN WEST SACRAMENTO
Adopted Resolution 25-4, approving the Final Map for Independence in West Sacramento, Subdivision 5223.

12. Police
CONSIDERATION OF FINDING OF PUBLIC CONVENIENCE OR NECESSITY FOR A TYPE 48 ALCOHOLIC BEVERAGE CONTROL LIQUOR LICENSE AT 2220 LAKE WASHINGTON BLVD. #120 (ROCO WINE & SPIRITS)
Found that Public Convenience or Necessity would be served by the issuance of an Alcoholic Beverage Control Type 48 License at 2220 Lake Washington Blvd. #120; and authorized the submission of a letter of determination of a Public Convenience or Necessity to the State Department of Alcoholic Beverage Control.

13. City Manager's Office

CONSIDERATION OF UPDATES TO PUBLICLY AVAILABLE PAY SCHEDULE AND AUTHORIZED POSITION LIST FOR FISCAL YEAR 2024/25, AND CONSIDERATION OF RESOLUTION 25-13 AMENDING THE O&M BUDGET FOR FY 2024/25 Approved the amended and updated publicly available pay schedule (Classification Plan) for Fiscal Year 2024/25; approved the amended and updated Authorized Position List (APL) for Fiscal Year 2024/25; and approved Resolution 25-13 amending the O&M Budget for FY 2024/25 to fund the proposed changes.

PUBLIC HEARINGS

14. Community Development
PUBLIC HEARING AND CONSIDERATION OF FIRST READING OF ORDINANCE 25-1 REGARDING PROPOSED AMENDMENTS TO TITLE 17 (ZONING) OF THE MUNICIPAL CODE

TO CREATE THE GRAND GATEWAY ZONING DISTRICT AND RELATED ACTIONS Conducted the public hearing; found that the Grand Gateway Zoning District is consistent with the General Plan required for Zoning Amendments; found that the Grand Gateway Zoning District project is exempt from California Environmental Quality Act (CEQA) review pursuant to §15183 (Projects Consistent with a Community Plan or Zoning) of the CEQA Guidelines; and conducted the first reading of Ordinance 25-1 amending Title 17 (Zoning) of the Municipal Code regarding creating the Grand Gateway Zoning District and Related Actions.

MOTION: Early SECOND: Orozco
Roll Call Vote
451
5 YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

15. Community Development
PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 25-8, TO VACATE PUBLIC RIGHTOF-WAY KNOWN AS MIDDLE AVENUE, LOCATED AT 600 SUTTER STREET Conducted a public hearing and adopted Resolution 25-8 vacating public right-of-way, known as Middle Avenue, located at 600 Sutter Street.

MOTION: Alcala SECOND: Early
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

REGULAR AGENDA

16. Capital Projects
CONSIDERATION OF APPROVAL OF UPDATED ADMINISTRATIVE POLICY IX-A-2: PARK AND

FACILITY NAMING
Approved the updates to the Park and Facility Naming Policy.

MOTION: Early SECOND: Orozco
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

17. City Manager's Office

CONSIDERATION OF COUNCIL COMMITTEE APPOINTMENTS
Council Committee appointments to remain the same with the exception of the Sacramento Area Council of Governments (SACOG) representative. Councilmember Early will serve as the SACOG representative and Mayor Guerrero the alternate.

MOTION: Orozco SECOND: Sulpizio Hull
Roll Call Vote
YES: Guerrero, Early, Orozco, Sulpizio Hull; NO: Alcala; ABSTAIN: (None); ABSENT: (None); RECUSED: (None);
GENERAL ADMINISTRATION FUNCTION – PART II

18. COUNCIL COMMUNICATIONS / ASSIGNMENTS
Councilmember Orozco reported on the Sacramento Regional County Sanitation District meeting.

Councilmember Early spoke about the January 13 meeting of the Yolo Transportation District.

Councilmember Alcala attended the Yolo-Solano Air Quality Management District and provided a report.
452
6 Mayor Pro Tem Sulpizio Hull spoke about the December 9 Yolo Habitat Conservancy meeting.

Mayor Guerrero announced that next week she will be in Washington D.C. attending the U.S.

Conference of Mayors.

19. PART II
A. Council Calendar
Assistant City Manager Berlin provided the Council Calendar update.

B. City Manager Report
City Manager Laurel provided the City Manager Report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
None.

F. Adjourn
There was a moment of silence in support of the victims of the Los Angles fires and both the regular and special meetings were adjourned at 8:31 p.m.

Jennifer Cusmir, City Clerk
453

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Special Meeting
JANUARY 15, 2025 MINUTES
The meeting was called to order at 7:08 p.m.

Present
Mayor Martha Guerrero; Mayor Pro Tem Dawnte Early; Council Member Quirina Orozco; Council Member Norma Alcala; Council Member Verna Sulpizio Hull

REGULAR AGENDA

1. City Manager's Office

CONSIDERATION OF SELECTION OF MAYOR PRO TEM
Motion was made to appoint Councilmember Alcala to serve as Mayor Pro Tem MOTION: Guerrero SECOND: Alcala
Roll Call Vote
YES: Guerrero, Alcala; NO: Early, Orozco, Sulpizio Hull; ABSTAIN: (None); ABSENT: (None); RECUSED: (None);
Motion was made to appoint Councilmember Sulpizio Hull to serve as Mayor Pro Tem MOTION: Early SECOND: Orozco
Roll Call Vote
YES: Guerrero, Early, Orozco, Sulpizio Hull; NO: Alcala; ABSTAIN: (None); ABSENT: (None); RECUSED: (None);
GENERAL ADMINISTRATION FUNCTION – PART II

2. PART II
A. Adjourn
There was a moment of silence in support of the victims of the Los Angles fires and both the regular and special meetings were adjourned at 8:31 p.m.

MOTION: Early SECOND: Sulpizio Hull
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);
454
2 Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on March 19, 2025.

Jennifer Cusmir, City Clerk
455

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Special Meeting
FEBRUARY 6-7, 2025 MINUTES
The City Council conducted a facilitated planning session at City Hall, 1110 West Capitol Avenue, as follows:

The meeting was called to order at 9:13 a.m. on February 6, 2025.

1. PUBLIC COMMENT
The City Council received public comment on items not on the agenda within the City's jurisdiction.

2. COUNCIL PLANNING SESSION
The session covered a broad range of city matters, projects, procedures, policies, and functions including but not limited to discussion and review of an update on 2024 Strategic Plan Items, discussion and identification of Priority Issues for 2025, including public improvements, programs and staffing, and discussion of additional Council-identified priorities.

The meeting was continued on February 7, 2025 at 9:38 a.m.

1. COUNCIL PLANNING SESSION - CONTINUED
The session covered a broad range of city matters, projects, procedures, policies, and functions including but not limited to discussion and review of an update on 2024 Strategic Plan Items, discussion and identification of Priority Issues for 2025, including public improvements, programs and staffing, and discussion of additional Council-identified priorities.

The meeting was adjourned at 2:43 p.m.

Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on March 19, 2025.

Jennifer Cusmir, City Clerk
456

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
FEBRUARY 19, 2025 MINUTES
The meeting was called to order at 7:23 p.m.

1. PRESENTATIONS BY THE PUBLIC ON MATTERS NOT ON THE AGENDA WITHIN THE

JURISDICTION OF THE COUNCIL
The Council is prohibited from discussing issues not on the agenda brought to them at this time.

According to State Law (the Brown Act), items must first be noticed on the agenda before any discussion or action.

The City Council received public comment on items not on the agenda within the City's jurisdiction.

PRESENTATIONS

2. City Manager's Office
PRESENTATION OF PROCLAMATION RECOGNIZING FEBRUARY 2025 AS BLACK HISTORY MONTH
City Council presented a proclamation recognizing February 2025 as Black History Month.

3. Economic Development & Housing
PRESENTATION ON YOLO COUNTY HOUSING'S 5-YEAR STRATEGIC PLANNING PROCESS City Council received a presentation and provided feedback to the Yolo County Housing Authority on the Yolo County Housing 5-year strategic planning process.

CONSENT AGENDA
Approved the Consent Agenda.

MOTION: Orozco SECOND: Early
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);
457
2 4. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 25-6 AMENDING THE CAPITAL IMPROVEMENT PROGRAM BUDGET; APPROVAL OF THE PROJECT PLANS AND SPECIFICATIONS; AND AWARD OF A CONSTRUCTION CONTRACT TO ABIDE BUILDERS, INC. FOR THE WESTACRE PARK RENOVATION AND EXPANSION PROJECT (CIP 62155) Found that approval of a construction contract with Abide Builders, Inc. is exempt from the California Environmental Quality Act (CEQA) pursuant to Categorical Exemptions under California Code of Regulations, Title 14, Divisions 6, Chapter 3 (CEQA Guidelines), Sections 15301, 15303, and 15304, and find that the determination represents the independent judgement of the City; adopted Resolution 25-6 amending the Capital Improvement Program budget (Attachment 1); awarded a contract for construction services to the lowest responsive, responsible bidder, Abide Builders, Inc. in the amount not to exceed $5,988,279.50 for the Westacre Park Renovation and Expansion Project (Attachment 2); authorized the City Manager, or his designee, to execute a construction contract with Abide Builders, Inc. in the amount of $5,988,279.50; authorized the City Manager, or his designee, to make contract amendments up to 7% ($419,179.57) of the total contract value; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

5. Capital Projects
CONSIDERATION OF AWARD OF CONTRACT TO MESA ENERGY SYSTEMS INC. FOR THE REMOVAL AND REPLACEMENT OF WATER HEATER TANKS FOR THE FIRE STATION 45 WATER HEATER UPGRADE PROJECT (CIP 51046)
Found that the Fire Station 45 Water Heater Upgrade Project (CIP 51046) is exempt from CEQA review pursuant to the Categorical Exemption under California Code of Regulations, Title 14, Division 6, Chapter 3 (“CEQA Guidelines”), Article 19, Section 15301 (Existing Facilities); authorized the City Manager, or his designee, to execute a contract with Mesa Energy Systems Inc. in an amount not to exceed $50,447; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the contract with Mesa Energy Systems Inc. with the approval from the City Attorney; and authorized the City Manager, or his designee, to execute contract amendments up to 30% ($15,134.10) of the value of the contract.

6. Capital Projects

CONSIDERATION OF AWARD OF A PROFESSIONAL SERVICES CONTRACT TO DISABILITY ACCESS CONSULTANTS, LLC., FOR THE DEVELOPMENT OF AN ADA SELF-EVALUATION AND TRANSITION PLAN (CIP 52082)
Awarded a contract for professional services with DAC to prepare, develop, and deliver an ADA Self-Evaluation and Transition Plan (CIP 52082); authorized the City Manager, or his designee, to execute a professional services contract with DAC in the amount of $424,920 for the preparation of an ADA Self-Evaluation and Transition Plan; authorized the City Manager, or his designee, to execute contract amendments up to $42,492 using contract contingency; and authorized the City Manager, or his designee, to execute non-substantive changes, modifications or amendments to extend the term of the contract, with approval from the City Attorney.

7. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 25-19 AMENDING THE CAPITAL IMPROVEMENT PROGRAM AND APPROVAL OF CONTRACT AMENDMENT NO. 2 WITH PSOMAS FOR THE 6TH STREET & CUMMINS WAY TRAFFIC SAFETY PROJECT (CIP 12023) Adopted Resolution 25-19 amending the Capital Improvement Program; approved and authorize the City Manager, or his designee, to execute Amendment No. 2 to the professional services contract with Psomas in the amount of $74,810 and extend the term of the contract to December 31, 2026, for the 6th Street & Cummins Way Traffic Safety Project; authorized the City Manager 458
3 or his designee to execute amendments or change orders up to 15% of the contract amendment amount ($11,200); authorized the City Manager to execute non-substantive changes or modifications, with approval from the City Attorney; and authorized the City Manager or his designee to execute amendments to further extend the term of the contract, if necessary.

8. Capital Projects

CONSIDERATION OF AWARD OF A PROFESSIONAL SERVICES CONTRACT TO MATRIX

CONSULTING GROUP, LTD FOR THE DEVELOPMENT OF A FACILITIES, VEHICLES, AND EQUIPMENT MASTER PLAN (CIP 51276)
Awarded a contract for professional services with Matrix Consulting to prepare, develop, and deliver the Facilities, Vehicles, and Equipment Master Plan (CIP 51276); authorized the City Manager, or his designee, to execute a professional services contract with Matrix Consulting in the amount of $455,330 for the preparation of a Facilities, Vehicles, and Equipment Master Plan; authorized the City Manager, or his designee, to make non-substantive changes or modifications to the Contract for Services, with approval from the City Attorney; authorized the City Manager, or his designee, to execute contract amendments up to $45,533 for contract contingency; and authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the professional services contract, with approval from the City Attorney.

9. Community Development
CONSIDERATION OF SECOND READING AND ADOPTION OF ORDINANCE 25-1 REGARDING PROPOSED AMENDMENTS TO TITLE 17 (ZONING) OF THE MUNICIPAL CODE TO CREATE

THE GRAND GATEWAY ZONING DISTRICT AND RELATED ACTIONS
Found that the Grand Gateway Zoning District is consistent with the General Plan required for Zoning Amendments; found that the project is exempt from California Environmental Quality Act (CEQA) review pursuant to §15183 (Projects Consistent with a Community Plan or Zoning) of the CEQA Guidelines; and waived the second reading and adopted Ordinance 25-1 amending Title 17 (Zoning) of the Municipal Code regarding creating the Grand Gateway Zoning District and Related Actions.

10. Economic Development & Housing
CONSIDERATION OF RESOLUTIONS 25-27 AND 25-28 DELEGATING AUTHORITY TO THE CITY MANAGER TO ACQUIRE 1841 WEST CAPITOL AVENUE (APN 067-270-043) Found that the acquisition of property located at 1841 West Capitol Avenue is exempt from California Environmental Quality Act (CEQA) analysis in accordance with subdivision (b) of Section 21152 of the Public Resources Code; adopted Resolution 25-27 (Attachment 1) establishing a budget appropriation of $2,575,000 from Measure G funds to cover initial acquisition costs; and adopted Resolution 25-28 (Attachment 2) delegating authority to the City Manager to take any and all actions necessary to complete the city’s acquisition of Properties.

11. Economic Development & Housing
CONSIDERATION OF RESOLUTION 25-26 DELEGATING AUTHORITY TO THE CITY

MANAGER TO TAKE ANY AND ALL ACTIONS NECESSARY TO COMPLETE A PASSTHROUGH ACQUISITION AND SALE OF PROPERTY LOCATED AT 641 5TH STREET (APN 010-464-003) Found that acquisition of the property at 641 5th Street (“Property”) is exempt from California Environmental Quality Act (CEQA) analysis under the Class 32 (In-fill Development) Categorical Exemption, California Code of Regulations, Title 14, Division 6, Chapter 3, Article 19, Section 15332; and adopted Resolution 25-26 delegating authority to the City Manager to take any and all actions necessary to complete a passthrough acquisition and sale of the Property.

12. Economic Development & Housing
459
4 CONSIDERATION OF APPROVAL OF CONTRACT WITH ROGER BERRY FOR THE WASHINGTON DISTRICT NEIGHBORHOOD PARK PUBLIC ART ELEMENT (CIP 62142) Approved a Contract to Purchase Artwork with Roger Berry for the Washington District Neighborhood Park public art element in an amount not to exceed $100,000; authorized the City Manager, or his designee, to execute the contract in the form substantively attached; authorized the City Manager or his designee to execute non-substantive changes and modifications to the contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to the contract performance schedule or for use of contingency of up to 15% ($15,000) of the value of the contract.

13. Finance

CONSIDERATION OF APPROVAL OF CONTRACT WITH CHANDLER ASSET MANAGEMENT, INC. FOR INVESTMENT MANAGEMENT SERVICES
Approved a contract with Chandler Asset Management, Inc. for Investment Management Services for a three-year term with options for two additional one-year terms; authorized the City Manager or designee to execute the contract; authorized the City Manager or his designee to execute non-substantive changes and modifications, with approval from the City Attorney; and authorized the City Manager or his designee to execute amendments to extend the term of the contract.

14. Finance
CONSIDERATION OF THE TREASURER’S QUARTERLY FINANCIAL REPORT ON THE CITY’S INVESTMENT PORTFOLIO FOR THE PERIOD ENDING SEPTEMBER 30, 2024 Received and filed the Treasurer’s Quarterly Financial Report on the City’s investment portfolio for the period ending September 30, 2024.

15. Finance

CONSIDERATION OF APPROVAL OF CONTRACTS FOR REVENUE AUDIT AND CONSULTING

SERVICES WITH HINDERLITER DE LLAMAS & ASSOCIATES, HDL COREN AND CONE, AND MUNISERVICES, LLC.

Approved a contract with Hinderliter de Llamas (HdL Companies) for a three (3) year term with options to extend for two additional one-year terms; approved contract with HDL Coren and Cone for a three (3) year term with options to extend for two additional one-year terms; approved contract with Muniservices for a three (3) year term with options to extend for two additional oneyear terms; authorized the City Manager or his designee to execute the contracts; authorized the City Manager or his designee to execute non-substantive changes and modifications, with approval from the City Attorney; adopted Resolution 25-25 authorizing HDL Coren & Cone Access to city records with CDTFA; and authorized the City Manager or his designee to execute amendments to extend the term of the contract.

16. Police
CONSIDERATION OF URGENCY ORDINANCE 25-5 AMENDING CHAPTER 9.32 OF THE CITY

OF WEST SACRAMENTO MUNICIPAL CODE TO ALLOW FOR REGULATION OF ACTIVITIES

AT SUTTER HEALTH PARK
Adopted Ordinance 25-5 (Attachment 1), amending Chapter 9 of the City of West Sacramento Municipal Code related to special events within the city limits of the City of West Sacramento and declared that Ordinance 25-5 is an urgency measure that is needed for the immediate preservation of the public peace, health, and safety, pursuant to the authority granted to general law cities under Government Code Section 36937(b) based on the recitals and findings contained in Ordinance 25-5.
460
5 17. Police

CONSIDERATION FOR APPROVAL OF MOTOROLA RADIO EQUIPMENT LEASE AGREEMENT AND ADOPTION OF RESOLUTION 25-23 APPROVING BUDGET APPROPRIATIONS FOR THE

PURCHASE
Adopted resolution 25-23 authorizing a 10-year financing agreement with Motorola for the purchase of radio equipment in the amount of $ $5,497,070 and a budget allocation of $588,761 which includes $203,520 for Motorola Smart Services, $285,241 for Sutter Buttes Communications for programming and installation of equipment, as those items are not able to be financed, and $100,000 contingency budget; authorized the City Manager or designee to execute the agreement with Motorola in substantially the form shown in Attachment 3 to this report; authorized the City Manager or designee to execute an agreement with Sutter Buttes Communications (to be executed at a later date); authorized the City Manager or designee to execute change orders up to $100,000; and authorized the City Manager or designee to take any actions necessary to effectuate the proposed Municipal Lease-Purchase Agreement/Tax Exempt Financing, including without limitation, making non-substantive changes or amendments to the agreements and executing other related documents with approval from the City Attorney.

18. Public Works

CONSIDERATION OF AWARD OF A CONTRACT FOR SERVICES WITH KITCHELL CEM FOR

AN ARC FLASH STUDY AT ALL CITY LOCATIONS TO IDENTIFY RISK FACTORS IN

ELECTRICAL EQUIPMENT AT PUMP STATIONS AND CITY FACILITIES Awarded a contract to perform an Arc Flash Study to Kitchell CEM; authorized the City Manager or his designee to execute non-substantive changes or modifications to the Contract for Services; authorized the City Manager or his designee to execute amendments or change orders up to the budgeted CIP amount; and authorized the City Manager or his designee to execute amendments to extend the term of the contract.

19. City Manager's Office
CONSIDERATION OF ADOPTION OF RESOLUTION 25-32 UPDATING ADMINISTRATIVE POLICY I-A-15: CITY COUNCIL DELEGATIONS OF AUTHORITY
Adopted Resolution 25-32 updating Administrative Policy I-A-15: City Council Delegations of Authority.

20. City Manager's Office

CONSIDERATION OF THE TERMS OF SUCCESSOR AGREEMENT AND ADOPTION OF THE

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF WEST SACRAMENTO AND THE WEST SACRAMENTO POLICE MANAGER’S ASSOCIATION AND ADOPTION OF RESOLUTION 25-33 APPROVING AMENDMENTS TO THE BUDGET FOR FISCAL YEAR 2024/25
Approved the terms of the successor agreement and adopt the Memorandum of Understanding between the City of West Sacramento and the West Sacramento Police Manager’s Association effective January 1, 2025, through December 31, 2027; approved the updated Classification Plan (Salary Schedule) and Benefits Summary; and adopted Resolution 25-33 approving amendments to the approved biennial budget for Fiscal Year 2024/25 to fund the proposed salary and benefit changes.

21. City Manager's Office

CONSIDERATION OF UPDATES TO PUBLICLY AVAILABLE PAY SCHEDULE AND APPROVAL

FOR VARIOUS JOB DESCRIPTIONS AND MODIFICATIONS
Approved the new job classification description for Geographical Information Systems Supervisor; approved the new job classification description for Information Technology 461
6 Operations Manager; approved the new job classification description for On-Call/Special Events Police Officer; approved the modification to the job classification descriptions for Building Inspector I/II/Senior; approved the modification to the job classification description for Associate Engineer; approved the modification to the job classification description for Senior Engineer; approved the modification to the job classification description for Technical Support Specialist I/II/III; approved the modification to the job classification description for Recreation Manager; approved the modification to the job classification description for Landscape Inspector/Senior; approved the modification to the job classification description for Human Resources Analyst I/II; approved the modification to the job classification descriptions for Traffic Operations Officer/Senior; and approved the amended and updated publicly available pay schedule (Classification Plan) for Fiscal Year 2024/25.

PUBLIC HEARINGS

22. Economic Development & Housing
PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 25-15 AUTHORIZING THE

APPLICATION AND ADOPTING THE PLAN FOR THE PERMANENT LOCAL HOUSING

ALLOCATION PROGRAM
Conducted a public hearing; found that the PLHA Program and Five-Year Plan is exempt from California Environmental Quality Act (CEQA) review pursuant to §15060(c) and 15378(a) (Not a Project) of the CEQA Guidelines; adopted Resolution 25-15 (Attachment 1) which authorizes the application for the PLHA Program and adopts the related Five-Year Plan (Attachment 2); and authorized the City Manager, or his designee, to execute and deliver the application and related documents and, if funded, execute a Standard Agreement, all amendments thereto, and any other related documents.

MOTION: Early SECOND: Orozco
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

REGULAR AGENDA

23. City Manager's Office
CONSIDERATION OF RESOLUTION 25-24 APPROVING EXCEPTION TO THE 180-DAY

WAITING PERIOD TO HIRE A CALPERS RETIRED ANNUITANT IN ACCORDANCE WITH GOVERNMENT CODE SECTIONS 7522.56 AND 21224
Adopted resolution 25-24 approving an exception to the 180-day waiting period for hiring a retired annuitant as an extra-help employee.

MOTION: Early SECOND: Orozco
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);

24. City Manager's Office

CONSIDERATION OF BIENNIAL APPOINTMENTS TO THE CITY BOARDS AND COMMISSIONS The Mayor and the members of the City Council each made and deliberated on their recommendations for appointments to the following City Boards and Commissions: (1) Arts, Culture, & Historic Preservation Commission: 7 members and 1 alternate member; (2) Board of Appeals: Continue recruitment for applicants; (3) Disaster Council: Continue recruitment for 462
7 applicants: (4) Economic Development & Housing Commission: 7 members and 1 alternate member; (5) Environment & Utilities Commission: 7 members and 1 alternate member; (6) Parks, Recreation, & Intergenerational Services Commission: 7 members and 1 alternate member; (7) Planning Commission: 7 members and 1 alternate member; and (8) Transportation, Mobility, & Infrastructure Commission: 7 members and 1 alternate member.

MOTION: Alcala SECOND: Guerrero
Roll Call Vote
YES: Guerrero, Alcala; NO: Early, Orozco, Sulpizio Hull; ABSTAIN: (None); ABSENT: (None); RECUSED: (None);
The motion failed and no new appointments were made.

GENERAL ADMINISTRATION FUNCTION – PART II

25. COUNCIL COMMUNICATIONS / ASSIGNMENTS
Councilmember Early reported on the most recent meeting of the Yolo Transportation District.

Mayor Guerrero spoke about the Yolo Animal Services Planning Agency JPA meeting.

26. PART II
A. Council Calendar
No report.

B. City Manager Report
No report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
Discussed the process for submitting future agenda items.

F. Adjourn
Adjourned at 10:41 p.m.

MOTION: Alcala SECOND: Early
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None);
463
8 Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on March 19, 2025.

Jennifer Cusmir, City Clerk
464

CITY OF WEST SACRAMENTO

MEMORANDUM
TO: Honorable Mayor and City Councilmembers
FROM: Daniel Berumen, AICP, Senior Planner
VIA: Andrea Ouse, AICP, Community Development Director
DATE: March 19, 2025
RE: Request for continuance of public hearing item for Ordinance 24-9 regarding amendments to Title 17 (Zoning) of the Municipal Code to facilitate Tiny Home on Wheels as legal dwellings
Staff is requesting a continuance to the April 9th City Council Regular Meeting in order to meet recent State-mandated noticing requirements that went into effect on January 1, 2025. Assembly Bill (AB) 2904 requires a minimum 20-day notice on any zoning ordinance or amendment that affects real property; this new requirement reflects an increase from the previous minimum of 10 days. The public notice of this item was published as required in the West Sacramento NewsLedger on March 7th, which was 12 days prior to the March 19th hearing.

Therefore, Staff recommends that the City Council continue the public hearing to the April 9, 2025 regular meeting.

ITEM # 14
465

CITY COUNCIL AGENDA REPORT
MEETING DATE: March 19, 2025 ITEM # 15
SUBJECT:

PUBLIC HEARING TO CONSIDER ADOPTION OF RESOLUTION 25-30 APPROVING THE

ISSUANCE BY THE CALIFORNIA STATEWIDE COMMUNITIES DEVELOPMENT

AUTHORITY OF EXEMPT FACILITY BONDS FOR COURTYARD VILLAGE INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Raul Huerta, Housing Manager
Economic Development and Housing
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
To provide the City Council with sufficient information to adopt Resolution 25-30 approving the issuance by the California Statewide Communities Development Authority of exempt facility bonds for Courtyard Village.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council conduct a public hearing under the Tax Equity and Fiscal Responsibility Act (TEFRA) and, upon closing the hearing, approve Resolution 25-30 approving the issuance by the California Statewide Communities Development Authority of exempt facility bonds for Courtyard Village.

BACKGROUND
The California Statewide Communities Development Authority (CSCDA) was created in 1988, under California’s Joint Exercise of Powers Act, to provide California’s local governments with an effective tool for the timely financing of community-based public benefit projects. Although cities, counties and special districts can issue their own debt obligations or serve as a conduit issuer of private activity bonds that promote economic development and provide critical community services, many local agencies find stand-alone financings too costly or lack the necessary resources or experience to facilitate the bond issuance and perform post-issuance activities for the term of the bonds. In response, CSCDA was created by and for local governments in California and is sponsored by the California State Association of Counties and the League of California Cities.

In 2009, the CSCDA issued $10,000,000 in multifamily affordable housing bonds to assist with the acquisition and rehabilitation of the 294-unit affordable housing project known as Courtyard Village. At that time, the City Council held a TEFRA hearing and approved a resolution to allow CSCDA to issue the bonds. The bonds matured on December 16, 2024. The bond purchaser (Umpqua Bank) would like to extend the maturity date by six months to June 16, 2025. While no new bonds are being issued, this action is considered a reissuance for tax purposes and requires another TEFRA hearing to comply with tax law. There are no other changes to the project or financing terms.

ANALYSIS
Evergreen Circle Investors, the special purpose entity that owns/manages Courtyard Village, has requested that the CSCDA issue exempt facility bonds for Courtyard Village pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986, and at no time to exceed $10,000,000 in outstanding aggregate principal amount, to finance or refinance the acquisition, rehabilitation and development of Courtyard Village, located at 3429 Evergreen Circle.

The bonds, originally issued in 2009 by the CSCDA, will continue to be the sole responsibility of Evergreen Circle Investors, and the City of West Sacramento will have no financial, legal, moral obligation, liability or responsibility for the project or the repayment of the bonds.

The City of West Sacramento must conduct the TEFRA hearing to provide members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for Courtyard Village. Prior to such TEFRA hearing, reasonable notice must be provided to the members of the community. The required public notice for this TEFRA hearing was published on March 7, 2025, in the News Ledger. Following the close of the TEFRA hearing, the City Council must provide its approval of the reissuance of the bonds to extend the maturity date of the bonds for Courtyard Village.

Environmental Considerations
This action is not a project subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines §§ 15060(c), 15378(a).)
466
TEFRA Hearing for Resolution 25-30
March 19, 2025

Page 2 ends

Commission Recommendation
The TEFRA hearing is not a policy action that necessitates a Commission recommendation.

Strategic Plan Integration
The recommended action aligns with the Council’s Strategic Plan Goals of facilitating housing production and housing options for everyone including the most vulnerable members of society.

Alternatives
The City Council’s primary alternative to the recommended action is to not hold the TEFRA hearing and to not adopt Resolution 25-30. This alternative is not recommended because the short-term reissuance of the bonds is needed to extend the maturity date of the bonds issued in 2009 to continue to support Courtyard Village.

Coordination and Review
The proposed Resolution 25-30 was reviewed by the City Attorney.

Budget/Cost Impact
The bonds, originally issued in 2009 by the CSCDA, will continue to be the sole responsibility of Evergreen Circle Investors, and the City of West Sacramento will have no financial, legal, moral obligation, liability or responsibility for the project or the repayment of the bonds.

ATTACHMENT

1. Resolution 25-30
467
RESOLUTION 25-30

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

APPROVING THE ISSUANCE BY THE CALIFORNIA STATEWIDE COMMUNITIES

DEVELOPMENT AUTHORITY OF EXEMPT FACILITY BONDS FOR COURTYARD VILLAGE WHEREAS, the California Statewide Communities Development Authority (the “Authority”) is authorized pursuant to the provisions of California Government Code Section 6500 et seq. and the terms of an Amended and Restated Joint Exercise of Powers Agreement, dated as of June 1, 1988 (the “Agreement”), among certain local agencies throughout the State of California, including the City of West Sacramento (the “City”), to issue revenue bonds in accordance with Chapter 7 of Part 5 of Division 31 of the California Health and Safety Code for the purpose of financing multifamily rental housing projects; and
WHEREAS, Evergreen Circle Investors, a California Limited Partnership or a partnership of which CFY Development, Inc. (the “Developer”) or a related person to the Developer is the general partner, has requested that the Authority adopt a plan of financing providing for the issuance of exempt facility bonds for a qualified residential rental project pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986 (the “Code”) in one or more series issued from time to time, including bonds issued to refund such exempt facility bonds in one or more series from time to time, and at no time to exceed $10,000,000 in outstanding aggregate principal amount (the “Bonds”), to finance or refinance the acquisition, rehabilitation and development of a multifamily rental housing project located at 3429 Evergreen Circle, West Sacramento, California (the “Project”); and WHEREAS, pursuant to Section 147(f) of the Code, prior to their issuance, the Bonds are required to be approved by the “applicable elected representative” of the governmental units on whose behalf such bonds are expected to be issued and by a governmental unit having jurisdiction over the entire area in which any facility financed by such bonds is to be located, after a public hearing held following reasonable public notice; and
WHEREAS, the members of this City Council (this “City Council”) are the applicable elected representatives of the City; and
WHEREAS, there has been published, at least 7 days prior to the date hereof, in a newspaper of general circulation within the City, a notice that a public hearing regarding the Bonds would be held on a date specified in such notice; and
WHEREAS, such public hearing was conducted on such date, at which time an opportunity was provided to interested parties to present arguments both for and against the issuance of the Bonds; and
WHEREAS, the Authority is also requesting that the City Council approve the issuance of any refunding bonds hereafter issued by the Authority for the purpose of refinancing the Bonds which financed the Project (the “Refunding Bonds”), but only in such cases where federal tax laws would not require additional consideration or approval by the City Council; and WHEREAS, it is intended that this resolution shall constitute the approval of the issuance of the Bonds required by Section 147(f) of the Code and Section 9 of the Agreement; NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of West Sacramento as follows:

1. The above recitals are true and correct.

2. The City Council hereby approves the issuance of the Bonds and the Refunding Bonds by the Authority. It is the purpose and intent of the City Council that this resolution constitute approval of the Bonds for the purposes of (a) Section 147(f) of the Code and (b) Section 9 of the Agreement.

3. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents that they deem 468
necessary or advisable in order to carry out, give effect to and comply with the terms and intent of this resolution and the financing approved hereby.

4. This resolution shall take effect immediately upon its passage.

PASSED AND ADOPTED this 19th day of March, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
469

CITY COUNCIL AGENDA REPORT
MEETING DATE: March 19, 2025 ITEM # 16
SUBJECT:

FY 2024/25 MIDYEAR BUDGET WORKSHOP AND CONSIDERATION OF RESOLUTION 25-41 ADOPTING AMENDMENTS TO THE OPERATIONS & MAINTENANCE (O&M) AND CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGETS FOR FISCAL YEARS 2024/25 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Roberta Raper, Director
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to present and seek approval of the proposed Operations and Maintenance (O&M) and Capital Improvement Program (CIP) midyear budget amendments for fiscal year 2024/25.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Review the report and attachments on the proposed midyear amendments to the O&M and CIP budgets for FY 2024/25, provide feedback and direction on the proposed amendments;

2. Adopt Resolution 25-41 approving amendments to the Operations & Maintenance and Capital Improvement Program (CIP) midyear budget amendments for FY 2024/25, and authorizing the Finance Director to take all actions necessary to close completed CIP projects;

3. Approve the amended Authorized Positions List (APL) for FY 2024/25; and

4. Approve the amended Salary Schedule for FY 2024/25.

BACKGROUND
The City Council adopts a biennial budget every two years. The City Council adopted Resolution 23-57 approving the O&M and CIP budgets for fiscal years 2023/24 and 2024/25 on June 28, 2023.

Adopting a biennial budget allows for efficiencies of scale as the lengthy, detailed process of developing a budget happens every two years rather than annually. With that gap between budget adoption and the beginning of the second budget year, new information can arise which often requires appropriation considerations in between budget cycles. For this reason, City staff perform a mid-term budget review near the end of the first budget year to request necessary adjustments to the second year of the budget. The midterm budget review was performed, and adjustments adopted by Council, in August 2024.

On May 15, 2024, the City Council adopted Ordinance 24-7, to provide for a local transactions and use tax in the amount of one percent of the gross receipts of any retailer from the sale of all tangible personal property sold at retail in the City of West Sacramento. On November 5, 2024, this local transactions and use tax was approved by the requisite number of voters to become operative on April 1, 2025 via Measure O.

As this tax measure will bring in new revenue in the current fiscal year, and the revenue is intended to meet unmet operational needs to improve service to the community in several areas, including public safety, roads, and parks, a spending plan has been developed to guide implementation of Measure O and spending of funds as soon as they are received.

Additionally, a review of unmet needs and budgetary impacts for other funds was performed, and as a result, several new appropriations are requested as part of this midyear budget.

The body of this report is structured as a high-level summary designed to help the reader understand the City’s overall budget position. Granular data underlying the summary numbers are available in the attachments.

Attachment 1 provides a detailed update of the General Fund budget to actuals and projections for FY 2024/25 (the current fiscal year) and available capacity for funding new midyear requests. The Analysis section of this report will provide an update of the General Fund budget to actuals and projections for FY 2024/25 (current fiscal year) and available capacity for funding mid-year requests. A summary of midyear budget requests and capacity for funding them will also be provided. The focus of the report; however, will be the proposed spending plan developed to implement Measure O; the details of which are included as Attachment 2. 470
Midyear Budget Workshop and Adoption of Resolution 25-41 March 19, 2025

Page 2 ends

ANALYSIS
General Fund
The City’s General Fund budget is in surplus, but the Council must decide how much of that surplus to spend on midyear adjustments. Due to revenues that are projected to come in $1,569,259 higher than budget and estimated cost allocation adjustments for MOUs and midterm budget adjustments approved by Council, staff is projecting budget surplus of $1,478,782 for FY 2024/25 before any of the additional midyear adjustments discussed in this report are subtracted. Table 1 summarizes General Fund revenues and expenses prior to proposed midyear expenditure adjustments.

Table 1: Projected FY 24/25 Surplus
As shown in Table 2, the General Fund is projected to have a surplus of $401,763 after approval of midyear budget proposals, including estimated cost allocation impacts of those proposals.

Table 2: Proposed Midyear Budget Adjustments Would Reduce FY 2024/25 Operating Surplus to $401,763 This report recommends Council approval of $209,231 in ongoing O&M budget adjustments to account for expenses that were not included in the original budget. When these adjustments are accounted for, along with associated cost allocation adjustments, the net General Fund revenue surplus is expected to be $462,504 for FY 2024/25.

Some of the proposed midyear budget expenses are one-time costs such as CIP projects that are measured against the City’s one-time fund balance. As shown in Table 3, the City’s available fund balance is estimated at $4,190,559. The sum of the one-time requests being proposed is $469,502. Council approval of the onetime requests described in this report would leave an ending fund balance of $3,721,058.

General Fund
FY 2024/25
Adopted
FY 2024/25
Projected Difference
Revenues $ 81,861,928 $ 83,431,187 $ 1,569,259
Expenses $ 81,137,405 $ 81,952,405 $ 815,000
Net Surplus/Deficit $ 724,523 $ 1,478,782 $ 754,259
FY 2024/25
Proposed
ORIGINAL SURPLUS/(DEFICIT) $ 724,523
Revenue Adjustment 1,569,259
Cost Allocation Adjustment 815,000
REVISED SURPLUS/(DEFICIT) $ 1,478,782
Total Cost of Ongoing Requests 1,077,020
O&M Requests 209,231
Cost Allocation (Estimate) 867,789
PROJECTED SURPLUS/(DEFICIT) $ 401,763

GENERAL FUND ONGOING
471
Midyear Budget Workshop and Adoption of Resolution 25-41 March 19, 2025

Page 3 ends

Table 3: If Proposed One-Time Budget Adjustments are Approved, Ending Fund Balance is $3,721,058 The General Fund, after funding the proposed midyear budget adjustments, is expected to end the fiscal year with a net surplus of $462,504 and an available fund balance of $3,721,058.

General Fund Operational Gaps
While staff believe that this surplus and projected fund balance are sufficient to allow the Council to prudently approve the proposed midyear budget adjustments, it is important to note that It is important to note that labor negotiations are ongoing for the Police Officers’ Association MOU which is expected to have impacts for FY 2024/25. After funding approved labor MOUs and the rising cost of doing business as usual, the General Fund revenue surplus would be fully appropriated. Moreover, even with significant increases in General Fund revenues over the past few years, the projected General Fund capacity is not enough to make significant progress toward addressing residents’ growing expectations for public services and maintenance of public infrastructure, including roads and public safety, which were part of the basis for the City Council placing a Transaction and Use Tax on the November 2024 ballot.

Measure O
In May 2024, to further implement the General Fund Sustainability Strategy adopted in November 2021 to create capacity to focus on priority issues like employee recruitment and retention, and operational gaps in Public Safety, Public Works, and Parks & Recreation departments, the City Council adopted Ordinance 24-7 and Resolution 24-52, placing a one cent transactions and use tax (TUT) on the ballot for consideration by voters.

The ballot language for Measure O asked:

To rebuild roads and repair potholes, increase police and fire protection, recruit and retain public safety personnel, maintain parks and trails, address homelessness, and keep public spaces safe and clean, shall the City of West Sacramento measure enacting a one cent transactions and use tax (sales tax) providing approximately 20 million dollars annually for general government use, until ended by voters, with all funds locally controlled and subject to independent financial audits and public spending disclosures, be adopted?
Measure O was approved by voters in November and goes into effect April 1, 2025. The first revenues will be received by the City in June, and staff and Council intend to be prepared to start spending the funds on the intended uses right away. Measure O intends to address general fund budgetary challenges and the need to increase staffing levels in the City’s public safety and operations/maintenance departments to provide more robust, frequent, and high-quality service levels as well as the need for additional funding to maintain the City’s roadways and other infrastructure for which grant funds are typically not available.

With those priorities in mind, staff were directed to submit all staffing, operational, and one-time needs for the next five years in order to plug existing operating gaps and to provide a high level of service to customers and residents. With finite capacity in the new Measure O fund, it was imperative to understand all the needs to ensure the operational gaps are addressed equitably and in a way that will provide the most benefit and be the most visible to residents.

FY 2024/25
Proposed
AVAILABLE FUND BALANCE $ 4,190,559
Total Cost of One-Time Requests 469,502
O&M One-Time 451,239
CIP 8,960
Cost Allocation (Estimate) 9,303
ENDING BALANCE $ 3,721,058

GENERAL FUND ONE-TIME
472
Midyear Budget Workshop and Adoption of Resolution 25-41 March 19, 2025

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The Measure O fund anticipates approximately $5.1 million in sales tax revenues to be accrued to the current fiscal year and available for programming within the midyear budget. Additionally, one-time revenues expected from A’s baseball are approximated and included in the available capacity to fund one-time projects.

Ongoing expenses proposed in FY 2024/25 total $527,374 an primarily include staffing costs for the month of June for 25 new positions proposed to be recruited as soon as possible. An additional 14 positions are proposed to be added to the Authorized Position List effective July 1, 2025 to allow for recruitments to fill the positions as soon as possible after July 1st. Appropriations for those positions will be requested as part of the biennial budget in June, and are summarized in Attachment 2.

Table 4: 39 New Positions are Proposed to be Funded by Measure O by July 1, 2025 One-time requests total $4,693,900 for FY 2024/25 and primarily include vehicles and equipment for police, fire, and parks operations. For FY 2024/25, available revenues total $5,331,688 to fund proposed expenses of $5,221,274, leaving a surplus of $110,414. Council approval of the one-time requests described in this report would leave an ending fund balance of $2,585,182.

Table 5: Measure O Anticipated Revenues and Proposed Expenses, Ending Fund Balance is $110,414 The above proposal does not include cost allocation, which is expected to be more significant for the Measure O fund than the other tax measure funds given the size of expected annual revenues for a one cent measure as compared to a quarter cent measure, and due to the number of positions proposed to be funded with Measure O. For FY 2024/25, cost allocation is roughly estimated at $500,000.

In order to fund equipment purchase/replacement needs for new proposed police officer positions, expanded operations and maintenance at parks, and to support a dedicated road maintenance crew, as well as to make visible progress on the area where residents want to see it most, on the City’s roadways and in the City’s parks, a loan of $15 million from the Measure V fund is proposed, with a repayment term of ten years. This loan of currently stagnant funds will enable several projects to be implemented now, rather than waiting for funds to be collected over time. An internal borrowing is both simpler and more cost effective than issuing bonds or otherwise seeking private (bank) financing. The one-time projects which are proposed to be funded by Measure O through the proposed financing are detailed in Attachment 2 and include $9.4 million in pavement preservation, rehabilitation and reconstruction projects, $7.5 million in park improvement projects to replace turf, furniture, fixtures, and play structures at all parks in the City, and $5.2 million in necessary facility maintenance and improvement projects at fire stations, the police station, and the parks maintenance corporation yard on South River Road. Additionally, $10 million is proposed for Road and Parks projects in FY 2025/26, starting July.

NEW POSITIONS FY 2024/25 FY 2025/26
Public Safety 8 11
Public Works Operations & Maintenance 10 0
Parks & Recreation 3 7
TOTAL 21 18
Measure O Fund
FY 2024/25
Proposed
Revenues $ 5,331,688
Expenses $ 5,221,274
Net Surplus/Deficit $ 110,414
473
Midyear Budget Workshop and Adoption of Resolution 25-41 March 19, 2025

Page 5 ends

Table 6: Total Proposed Measure O Expenses by Category for FY 2024/25 are $17,893,087 The above summary provides only the appropriations requested as part of this midyear budget. The budget for the next two fiscal years (FY 2025/26 and FY 2026/27) will be presented to Council at a workshop in May and considered for adoption in June and will include two full fiscal years of Measure O revenues and proposed expenses, including additional funding toward priority park and road projects. Attachment 2 provides more details about Measure O, including the proposed five-year plan and a detailed list of requests by department/category.

Existing Ballot Measure Funds
Existing ballot measure funds continue to be an engine for quality-of-life improvements in the City of West Sacramento. While revenues in these funds are projected to end lower than originally expected, as shown in Table 4 below, staff projects that all ballot measure funds will end FY 2024/25 with positive fund balances.

Table 7: Ballot Measure Funds Are Balanced
The ballot measure funds are an indispensable aid as the Council strives to align City programs, projects and services with the needs of a growing community. Approximately $23,855,141 is budgeted across these funds in FY 2024/25 for annual O&M costs for the voter approved categories of funding as well as several projects, including recreation center improvements, road rehabilitation projects, improvements at Alyce Norman Park ballfields, and development and implementation of a small business accelerator program to name a few.

Analyses of past year uses of ballot measure funds is available on the City’s website at https://wsac.city/accountability and the annual transparency report on ballot measure revenues and expenditures for FY 2023/24 is included in tonight’s agenda.

Midyear Budget Proposals for FY 2024/25
Total midyear budget requests propose increased revenues of $7.0 million and grant awards of $4.0 million, for total new revenues of $11.0 million to fund $11.1 million in capital projects, $2.8 million in ongoing annual expenses, and $10.7 million in one-time operating expenditures across all City funds for the remainder of FY 2024/25, resulting in a net ask of City funds of $13.6 million. Attachment 3 provides a summary of midyear budget impacts by fund, if the midyear budget is approved.

Category Ongoing O&M
One-time
O&M CIP Total
Public Safety $ 369,130 $ 3,583,400 $ 5,175,000 $ 9,127,530 Park Maintenance $ 36,828 $ 1,110,500 $ 2,561,625 $ 3,708,953 Road Maintenance $ 121,417 $ - $ 4,435,188 $ 4,556,605
Net Surplus/Deficit $ 527,374 $ 4,693,900 $ 12,171,813 $ 17,393,087 Ballot Measure
Projected
FY 2024/25 Fund
Balance
Measure K $ 678,033
Measure V $ 21,295,550
Measure E $ 490,132
Measure N $ 1,262,275
474
Midyear Budget Workshop and Adoption of Resolution 25-41 March 19, 2025

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Table 8: Midyear Budget Proposals
Chart 1: Midyear Budget Summary
The requests are further categorized by type in Table 9 to provide more insight into what makes up the $24.6 million in total proposed expenditures.

Table 9: Midyear budget proposals by category
Attachments 2-7 provide more detailed overviews of the midyear budget proposals by category and type, with accompanying tables and charts to summarize the requests, and detailed listings of all midyear budget proposals within each category.

After approval of proposed midyear budget adjustments, all City funds are balanced, restricted funds are used for eligible purposes, and progress is made toward maintaining service levels and competitive pay for employees.

Net Revenue Adjustments
CIP Requests (City Funding Sources)
O&M Requests
$- $5 $10 $15

ONE-TIME ONGOING GRANTS
Midterm Requests by Type
Millions

DESCRIPTION ONE-TIME ONGOING GRANTS TOTAL
Net Revenue Adjustments $ - $ 7,001,670 $ 3,982,036 $ 10,983,706 CIP Requests (City Funding Sources) 7,084,616 - 3,982,036 11,066,652 O&M Requests 10,733,507 2,766,601 13,500,108
NET MIDYEAR BUDGET REQUESTS (Rev - Exp) $ 21,800,159 $ (4,235,068) $ - $ 13,583,055

DESCRIPTION ONE-TIME ONGOING
GRANT

FUNDING
TOTAL
Net Revenue Adjustments $ - $ 7,001,670 $ 3,982,036 $ 10,983,706 Position Changes $ 412,200 $ 754,494 $ 1,166,694
Personnel Related 1,440,568 388,107 - $ 1,828,675
Technology & Software 28,200 96,000 - $ 124,200
Vehicles & Equipment 3,328,200 - - $ 3,328,200
Supplies & Services 1,131,339 793,000 - $ 1,924,339
Other O&M Requests 4,393,000 735,000 - $ 5,128,000
Capital Projects 7,084,616 - 3,982,036 $ 11,066,652
Total Expenditure Adjustments 17,818,123 2,766,601 3,982,036 24,566,760 475
Midyear Budget Workshop and Adoption of Resolution 25-41 March 19, 2025

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however, significant work still remains. The biennial budget is currently under development, and work continues on plugging existing operating gaps and growing service levels through strategic use of Measure O and other funding sources. The work continues to identify new ways to diversify and grow the City’s revenue base while efficiently and effectively programming the limited resources available to us.

Environmental Considerations
This action is not a project that is subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines §§ 15060(c), 15378(a).)
Commission Recommendation
Not applicable.

Strategic Plan Integration
The City’s mission includes a City government that is financially sound and provides quality services to its residents and visitors. The adoption of a balanced budget that provides necessary services to the community furthers this overall goal.

Alternatives

1. The City Council may adopt the midyear budget amendments as presented; or

2. The City Council may propose modifications to the midyear budget and adopt the midyear budget as modified; or

3. The City Council may conduct the workshop, provide feedback/direction, and delay final consideration/adoption of the midyear budget amendments to a future meeting.

The latter is not recommended as the longer appropriations are delayed, the longer it will ultimately take to hire new staff, including a dedicated road maintenance crew, fire hydrant maintenance crew, and new public safety officers.

Coordination and Review
The information in this report was coordinated with each City department throughout the midyear budget process.

The final report was reviewed and approved by the City Manager’s Office. The Measure O spending plan was discussed with Council at the February meeting.

Budget/Cost Impact
The budget and the potential decisions therein are the subject of this report. Impacts on City funds are summarized in the exhibit to resolution 25-41 and throughout this report.

ATTACHMENTS

1. FY 2024/25 General Fund Update

2. Measure O Proposed 5-Year Spending Plan

3. Midyear Budget Summary

4. Position Changes

5. Midyear O&M Budget Proposals

6. Midyear CIP Budget Proposals

7. Fund Summary

8. Resolution 25-41 Adopting the Midyear O&M and CIP Budget Amendments

9. Revised Authorized Position List

10. Revised Salary Schedule
476
ATTACHMENT 1 – GENERAL FUND UPDATE
1-1
The General Fund is projected to end FY 2024/25 with $83.4 million in ongoing revenues to cover $82 million in ongoing expenses, resulting in a projected operating surplus of $1.5 million.

Revenues are expected to come in $1.5 million over budget due primarily to a slight increase in expected property tax revenues and reimbursements from OES for Fire staff participation in strike teams.

One-time General Fund revenues are projected to end the year at $97,367, and one-time expenses are projected to total $14.5 million for the fiscal year. When combined with the projected operating surplus of $1.5 million, this results in an overall projected/planned use of fund balance of $12.9 million for the fiscal year.

The tables in this Attachment provide the revenue and expenditure budgets, actual transactions posted through January 2025, and projections by category for FY 2024/25 to determine capacity for midyear General Fund budget requests.

The General Fund began FY 2024/25 with nearly $17.4 million in total available fund balance. A large portion of this balance was appropriated for one-time infrastructure and project costs for the fiscal year.

The General Reserve remains funded at a minimum of 17% of General Fund annual revenues, ending FY 2024/25 at an estimated 17.31% of revenues, ($14,022,547). The Budget Stabilization reserve maintains a balance of $2.2 million and the Staffing Continuity Reserve has remained untouched at $500,000, leaving total reserves of $16,769,687, excluding the General Fund available balance.

The ongoing capacity in the General Fund The one-time balance projected to be available to fund midyear budget proposals in the General Fund is $4.5 million.

Table 2 provides the General Fund budget, projections, and proposed adjustments for FY 2024/25 prior to consideration of midterm budget adjustments proposed in this report. 477
ATTACHMENT 1 – GENERAL FUND UPDATE
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Table 2 – FY 2024/25 General Fund Budget and Projections BEFORE Midterm Adjustments

GENERAL OPERATING FUND

REVENUES BUDGET

YTD ACTUAL
(OCT 2024)

PROPOSED

ADJUSTMENTS PROJECTION
Property Tax $ 36,838,044 $ 19,287,811 $ 1,109,259 $ 37,947,303 Sales Tax 26,699,172 13,029,218 $ - 26,699,172
Transient Occupancy Tax 2,915,000 1,141,214 $ (415,000) 2,500,000 Other Taxes 2,355,363 597,205 $ - 2,355,363
Intergovernmental 325,086 224,018 $ - 325,086
Licenses & Permits 410,000 255,579 $ - 410,000
Fines & Forfeitures 210,000 112,663 $ - 210,000
Charges for Service 2,418,184 1,373,954 $ - 2,418,184
CIP WO Reimbursement/ICAP 5,975,000 3,791,612 $ - 5,975,000 Cannabis Revenue - 145,781 $ 175,000 175,000
Other Revenues 800,000 832,510 $ 700,000 1,500,000
Transfers In 302,210 301,791 $ - 302,210
Measure N Reimbursement 2,613,869 2,613,869 $ - 2,613,869 TOTAL ONGOING REVENUES $ 81,861,928 $ 43,707,223 $ 1,569,259 $ 83,431,187 299.00 TRUE TRUE

EXPENSES BUDGET

YTD ACTUAL
(OCT 2024)

PROPOSED

ADJUSTMENTS PROJECTION
Salaries & Wages $ 37,419,777 24,645,095 $ 37,419,777
Pension Expense 10,290,338 4,412,272 $ - 10,290,338
OPEB Expense 1,374,436 956,453 $ - 1,374,436
Other Benefits 6,307,884 4,356,344 $ - 6,307,884
Payroll Reimbursement Offset (1,299,865) (901,376) $ - (1,299,865) Operations & Maintenance 8,728,286 4,888,702 $ - 8,728,286 Non-Operating 4,202,234 2,490,607 $ - 4,202,234
Capital Outlay 202,207 44,105 $ - 202,207
Transfers Out 2,198,687 2,198,687 $ - 2,198,687
General Support Allocation 11,713,421 6,782,823 $ 815,000 12,528,421 TOTAL ONGOING EXPENSES $ 81,137,405 $ 49,873,712 $ 815,000 $ 81,952,405 NET ONGOING SURPLUS/(DEFICIT) $ 724,523 $ (6,166,489) $ 1,478,782 TRUE #VALUE!

GENERAL ONE-TIME FUND BUDGET

YTD ACTUAL
(OCT 2024)

PROPOSED

ADJUSTMENTS PROJECTION
One-Time Revenues $ 97,367 42,013 $ 97,367
One-Time Expenses 14,490,067 14,490,067 14,490,067
NET NONRECURRING SURPLUS/(DEFICIT) $ (14,392,700) $ (14,448,054) $ - $ (14,392,700)

GENERAL FUND TOTAL BUDGET PROJECTION
Beginning Fund Balance $ 17,366,497 $ 17,366,497
Net Surplus/(Deficit) (13,668,176) (12,913,918)
ENDING FUND BALANCE $ 3,698,321 $ 4,452,580

RESERVES BEGINNING BALANCE PROJECTED CHANGE PROJECTED CHANGE

PROJECTED ENDING

BALANCE
JUNE 30, 2025
Available Fund Balance $ 17,366,497 $ (12,913,918) $ (12,913,918) $ 4,452,580 Budget Stabilization Reserve 2,330,916 $ (83,776) (83,776) 2,247,139 General Reserve (17.31% of GF Annual 13,661,951 360,596 360,596 14,022,547 Staffing Continuity Reserve 500,000 - - 500,000
TOTAL RESERVES & FUND BALANCE $ 33,859,364 $ 276,820 $ (12,637,098) $ 21,222,266 FY 2024/25
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ATTACHMENT 2 – MEASURE O
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Proposed Spending Plan
On May 15, 2024, the City Council adopted Ordinance 24-7, to provide for a local transactions and use tax in the amount of one percent of the gross receipts of any retailer from the sale of all tangible personal property sold at retail in the City of West Sacramento. On November 5, 2024, this local transactions and use tax was approved by the requisite number of voters to become operative on April 1, 2025 via Measure O.

The ballot language for Measure O asked:

To rebuild roads and repair potholes, increase police and fire protection, recruit and retain public safety personnel, maintain parks and trails, address homelessness, and keep public spaces safe and clean, shall the City of West Sacramento measure enacting a one cent transactions and use tax (sales tax) providing approximately 20 million dollars annually for general government use, until ended by voters, with all funds locally controlled and subject to independent financial audits and public spending disclosures, be adopted? With those priorities in mind, staff were directed to submit all staffing, operational, and one-time needs for the next five years in order to plug existing operating gaps and to provide a high level of service to customers and residents. With finite capacity in the new Measure O fund, it was imperative to understand all the needs to ensure the operational gaps are addressed equitably and in a way that will provide the most benefit and be the most visible to residents.

The following pages will provide details as to the five-year budget proposals for each category of spending in the priority areas of roads, parks, and public safety to implement Measure O. This spending plan was initially presented to Council in February, at which time feedback was received.

The five-year Measure O spending plan initially included the implementation of a limited/pilot Park Ranger program to provide primary patrol and response responsibilities to a non-sworn group dedicated to this purpose to free up sworn staff time for higher priority calls. At the February meeting, the City Council was interested in understanding what the impacts of the proposed plan would be on residents, and more specifically, to be able to view data and take the temperature of the community about the impacts of the increased police officer staffing before programming all expected annual funds and implementing a Park Ranger program. As a result, the proposed budget presented today does not include the Park Ranger program. Instead, it proposes to maintain an ongoing revenue surplus of approximately $2 million to allow for Council to make decisions in the future about how best to program those funds to make the most progress toward the desired impact. As a result, the Park Ranger program costs are included as a page in this Attachment so Council may see what this program is estimated to cost, if implemented; however, no costs related to the Park Ranger program are proposed at this time, with the exception of $75,000 in one-time funds to hire a consultant to build out what the program might look like and identify the expected costs and impacts of implementing such a program.

The following table shows the total expenses proposed for the Measure O Fund over the next five years.
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ATTACHMENT 2 – MEASURE O
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Table 1: Measure O 5-Year Spending Plan
The Measure O spending plan includes annual ongoing expenses growing to $15.5 million by FY 2028/29 to fund 48 positions, including the nine (9) new firefighter positions recently added to reinstate Engine 45 (once SAFER grant expires), and the annual operating costs of implementing the proposed programs, including a dedicated Road Response Crew.

One-time expenses of $28.3 million are proposed in the first two fiscal years to implement $22.2 million in infrastructure projects and to fund the purchase/implementation of $6.2 million in vehicles, equipment, and one-time operational projects.

Capital Improvement Program (CIP)
Total Measure O funds of $22,171,813 are proposed for CIP projects over the next two fiscal years, including $9.4 million in road projects, $7.6 million in Parks & Trails projects, and $5.2 million in public safety facility projects.

Table 2: Measure O 5-Year Total Spending by Category
Road projects include $2 million toward the pavement preservation program, $6.9 million toward the pavement rehabilitation/reconstruction program, and a $500,000 contribution to the Emergency Vehicle Preemption System project which prioritizes public safety/emergency medical active response vehicles at traffic signals to allow for improved response times.

Parks & Trails projects include $5 million for various improvements at all parks, which may include replacing/upgrading turf, playground equipment and furniture and fixtures, $2.2 million for security improvements at the Broderick Boat Ramp, and $379,500 toward replacement of irrigation systems at parks.

Facility projects include several improvements at fire stations, planning and design funding for a new police station, tenant improvements for the park operations maintenance team at the old corporation yard, a reconstructed fire training tower, and funding to advance the public safety technology ecosystem project for a total of $5.2 million in facility projects.

Table 3 on the following page shows the proposed projects under each category of funding for the 5-year Capital Improvement Program (CIP).

Category FY 2024/25 FY 2025/26
Roads $ 4,435,188 $ 5,000,000
Parks & Trails $ 2,561,625 $ 5,000,000
Facilities $ 5,175,000 $ -
Total CIP $ 12,171,813 $ 10,000,000
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 NOTES ONGOING EXPENSES $ 527,374 $ 9,806,603 $ 12,680,606 $ 14,306,647 $ 15,528,439 25% salary savings assumed in 2025-26 ONE-TIME EXPENSES $ 4,693,900 $ 1,471,470 $ - $ - $ -
CIP EXPENSES $ 12,171,813 $ 10,000,000 $ - $ - $ -
COST ALLOCATION ESTIMATE $ 500,000 $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 TOTAL $ 17,893,087 $ 23,778,073 $ 15,680,606 $ 17,306,647 $ 18,528,439 MEASURE O 5-YEAR EXPENSES
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ATTACHMENT 2 – MEASURE O
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Operations & Maintenance
The Measure O fund anticipates approximately $5.1 million in sales tax revenues to be accrued to the current fiscal year for taxable retail sales between April 1 and June 30. These revenues are assumed to be available for programming within the midyear budget. Additionally, one-time revenues expected from A’s baseball are estimated at $240,000 annually for the next 3 years and are included in the available capacity to fund one-time projects. Annual Measure O revenues are projected to begin at around $21 million in FY 2025/26 and grow at a rate of 3% annually.

Ongoing expenses proposed in FY 2024/25 total $527,374 and primarily include staffing costs for the month of June for 25 new positions proposed to be recruited as soon as possible. An additional 14 positions are proposed to be added to the Authorized Position List effective July 1, 2025 to allow for recruitments to begin to fill the positions as soon as possible after July 1st. Appropriations for those positions will be requested as part of the biennial budget in June, and are summarized in the explanations for each funding category later in this report, along with more information on the positions and how they will serve to further the priorities of Measure O.

Table 3: Measure O Proposed 5-Year Capital Improvement Program (CIP) 1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 NOTES TOTAL 12,171,813 $ 10,000,000 $ - $ - $ - $
Roads 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 NOTES Pavement Preservation Project (Central City) 2,000,000 $ - $ - $ - $ - $ CIP-1306 Enhanced road maintenance Pavement Rehabilitation/Reconstruction Program 1,935,188 $ 5,000,000 $ - $ - $ - $ CIP-1307 Enhanced road maintenance Emergency Vehicle Preemption System 500,000 $ - $ - $ - $ - $ CIP-12026 Enhanced fire protection SUB-TOTAL 4,435,188 $ 5,000,000 $ - $ - $ - $
Parks & Trails 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 NOTES Park Equipment & Turf Replacement (All Parks) - $ 5,000,000 $ - $ - $ - $ Enhanced parks & trails maintenance Park Irrigation Replacement 379,500 $ - $ - $ - $ - $ CIP-01298 Enhanced parks & trails maintenance Broderick Boat Ramp Security Improvements 2,182,125 $ - $ - $ - $ - $ CIP-01297 Safe & clean open spaces SUB-TOTAL 2,561,625 $ 5,000,000 $ - $ - $ - $
Facilities 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 NOTES Fire Training Tower Improvements 2,500,000 $ - $ - $ - $ - $ CIP-51043 Enhanced fire protection Public Safety Technology Ecosystem Program 870,000 $ - $ - $ - $ - $ CIP-54025 Increased police patrol 1951 South River Road Tenant Improvements 605,000 $ - $ - $ - $ - $ CIP-1299 Enhanced parks & trails maintenance Police Station HVAC Unit Replacement 250,000 $ - $ - $ - $ - $ CIP-01324 Increased police patrol Station 45 HVAC Unit Replacement 155,000 $ - $ - $ - $ - $ CIP-01323 Enhanced fire protection Station 45Upstairs Flooring 250,000 $ - $ - $ - $ - $ CIP-01303 Enhanced fire protection Fire Stations PPE Extractors 175,000 $ - $ - $ - $ - $ CIP-01302 Enhanced fire protection Station 45 Conference Room Upgrades 155,000 $ - $ - $ - $ - $ CIP-01321 Enhanced fire protection Station 43 Painting 115,000 $ - $ - $ - $ - $ CIP-01322 Enhanced fire protection Station 45 Decon Washer 100,000 $ - $ - $ - $ - $ CIP-01311 Enhanced fire protection SUB-TOTAL 5,175,000 $ - $ - $ - $ - $

CAPITAL IMPROVEMENT PROGRAM
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ATTACHMENT 2 – MEASURE O
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Table 4: 39 New Positions are Proposed to be Funded by Measure O by July 1, 2025, 48 Positions Total
One-time requests total $4,693,900 for FY 2024/25 and $1,471,470 for FY 2025/26. These requests primarily include vehicles and equipment for police, fire, and parks operations, and a one-time overtime appropriation to cover backfill for the Drill Instructor for the 9 new Firefighters currently in the Academy. For FY 2024/25, available revenues total $5,331,688 to fund proposed expenses of $5,221,274, leaving a surplus of $110,414.

Table 5: Measure O Anticipated Revenues and Proposed Expenses, Ending Fund Balance is $110,414
The above summary does not include cost allocation expense, which is expected to be more significant for the Measure O fund than the other tax measure funds given the size of expected annual revenues for a one cent measure as compared to a quarter cent measure, and due to the number of positions proposed to be funded with Measure O. For FY 2024/25, cost allocation is roughly estimated at $500,000. Going forward, however, the placeholder estimate for cost allocation is $3 million annually.

Table 6: 5-Year Revenue and Expense (Proposed) Summary
NEW POSITIONS FY 2024/25 FY 2025/26 FY 2027/28 Total
Public Safety 8 11 9 28
Public Works Operations & Maintenance 10 0 10
Parks & Recreation 3 7 10
TOTAL 21 18 9 48
Measure O Fund
FY 2024/25
Proposed
Revenues $ 5,331,688
Expenses $ 5,221,274
Net Surplus/Deficit $ 110,414
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ATTACHMENT 2 – MEASURE O
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As the table above shows, the Measure O revenues are sufficient to cover the operating needs and cost allocation estimates (with a slight deficit projected the first year); however, the slow trickle of funds does not allow for immediate visible progress to be made toward both filling significant operational gaps in the City’s primary operating departments and implementing necessary improvements to the City’s priority roadways or most used parks.

In order to fund these necessary and priority projects, as well as to make visible progress in the areas where residents and Council want to see it most, a loan of $15 million from the Measure V fund is proposed with a repayment term of ten years. This loan of funds reserved for future use will enable several projects to be implemented now, rather than waiting for funds to be collected over time. An internal borrowing is both simpler and more cost effective than issuing bonds or otherwise seeking private (bank) financing.

The loan is proposed to be structured in accordance with the City’s standing practice on interfund loans: 1) The loan will be repaid at the Local Agency Investment Fund (LAIF) rate (the rate that would have been earned had the funds remained in the bank) to ensure Measure V is made whole, 2) the loan will have a defined repayment term. In this case, staff is proposing a ten-year term. The annual repayment amount is expected to be approximately $1.85 million for ten years beginning in FY 2026/27.

The following pages provide a more detailed look at the proposed Measure O expenses by category: public safety, parks & trails, and roads.

Public Safety (Police and Fire)
Proposals for the police department total approximately $4.3 million annually in ongoing expenses, primarily for new positions, and $2.3 million in one-time expenses in the first two years.

Table 7: Police Spending Plan
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
MEASURE O REVENUE $ 5,100,688 $ 21,014,835 $ 21,645,280 $ 22,294,638 $ 22,963,477 ONE-TIME REVENUES (BASEBALL) $ 231,000 $ 462,000 $ 462,000 $ 231,000 $ - TOTAL REVENUE $ 5,331,688 $ 21,476,835 $ 22,107,280 $ 22,525,638 $ 22,963,477 ONGOING EXPENSES $ 527,374 $ 9,806,603 $ 12,680,606 $ 14,306,647 $ 15,528,439 ONE-TIME EXPENSES $ 4,693,900 $ 1,471,470 $ - $ - $ -
COST ALLOCATION ESTIMATE $ 500,000 $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 TOTAL EXPENSES $ 5,721,274 $ 13,778,073 $ 15,680,606 $ 17,306,647 $ 18,528,439 SURPLUS/(DEFICIT) $ (389,586) $ 7,698,761 $ 6,426,674 $ 5,218,991 $ 4,435,038 CIP EXPENSES $ 12,171,813 $ 10,000,000 $ - $ - $ -
SURPLUS/(DEFICIT) $ (12,561,399) $ (2,301,239) $ 6,426,674 $ 5,218,991 $ 4,435,038 MEASURE O 5-YEAR REVENUES AND EXPENSES
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ATTACHMENT 2 – MEASURE O
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The request for the Police Department includes 17 new positions (12 police officers, 1 sergeant, 2 Mental Health Clinicians, a Records and Property Manager, and a Program Technician in the Community Outreach and Support Division. Five Police Officers, the Program Technician, and the Records and Property Manager are proposed to be added immediately, and the remaining positions will be budgeted effective July 1, 2025.

Table 8: Police Proposed Positions and Operations Costs One-time appropriations requested for the police department include vehicles and start-up costs for the new positions, replacement of the Bearcat armored vehicle, and an increase to the buy fund for the Special Investigations unit.

Table 9: Police One-Time Costs
Proposals for the fire department total approximately $3.1 million annually in ongoing expenses and $2.8 million in one-time expenses.

Table 10: Fire Spending Plan
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
TOTAL $ 1,030,149 $ 5,403,317 $ 4,049,802 $ 4,171,296 $ 4,296,435 POLICE
Personnel # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Police Officer (12 Positions) 12 $ 198,488 $ 2,858,221 $ 2,943,968 $ 3,032,287 $ 3,123,256 Police Sergeant 1 $ - $ 284,183 $ 292,708 $ 301,490 $ 310,534 Mental Health Clinician (Crisis Now) 2 $ - $ 350,000 $ 360,500 $ 371,315 $ 382,454 Records and Property Manager 1 $ 16,869 $ 202,432 $ 208,505 $ 214,760 $ 221,203 Program Technician 1 $ 11,793 $ 141,510 $ 145,756 $ 150,128 $ 154,632 SUB-TOTAL 17 $ 227,149 $ 3,836,347 $ 3,951,437 $ 4,069,980 $ 4,192,080 Operations # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Uniform, Equipment, & Supplies - $ - $ 95,500.00 $ 98,365.00 $ 101,315.95 $ 104,355.43 SUB-TOTAL - $ - $ 95,500 $ 98,365 $ 101,316 $ 104,355
One-Time # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Vehicles for Added PO Positions (8) - $ - $ 1,026,470 $ - $ - $ - Startup Costs for 5 Police Officers - $ 240,000 $ - $ - $ - $ - Bearcat Armored Vehicle Replacement - $ 488,000 $ - $ - $ - $ - Vehicle for Special Investigations Unit - $ - $ 120,000 $ - $ - $ - Motorcycles for Traffic Unit - $ - $ 120,000 $ - $ - $ - Vehicle for Traffic/Special Events Sgt - $ - $ 120,000 $ - $ - $ - Vehicle for Police Investigations Unit - $ - $ 60,000 $ - $ - $ - Special Invest. Unit Buy Fund Increase - $ 50,000 $ - $ - $ - $ - Startup Costs for Program Tech Position - $ 25,000 $ - $ - $ - $ - Equipment for Mental Health Clinicians - $ - $ 25,000 $ - $ - $ - SUB-TOTAL - $ 803,000 $ 1,471,470 $ - $ - $ -
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
TOTAL $ 2,922,381 $ 1,217,419 $ 1,230,362 $ 2,128,950 $ 3,116,466

FIRE DEPARTMENT
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ATTACHMENT 2 – MEASURE O
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Eleven (11) positions are proposed for the Fire Department, including the 9 firefighters added in November enabled by award of the SAFER (Staffing for Adequate Fire Emergency Response) grant and the successful passage of Measure O. These positions will be funded by the SAFER grant through December 2027 and are anticipated to be funded by Measure O beginning in January 2028.

Staff is also relying on formation of a Fire Services Community Facilities District (CFD) for the planned Southport developments. Once that CFD is formed and has sufficient revenues, it will take over funding these positions which will free up approximately $1.9 million of Measure O funds annually.

Additionally, an Administrative Analyst is proposed to be added now who would report to the Deputy Chief and oversee critical programs including monthly reporting, daily staffing oversight, data analysis, implementation of technology systems, procurement & contracting, among other higher level administrative tasks. A Fire Mechanic is proposed for FY 2025/26 to coordinate, schedule, oversee, and track all DOT-mandated as well as routine and emergency repairs to FD apparatus. Furthermore, this position would troubleshoot, track, and conduct minor service and repairs in-house, likely offsetting the overall cost of this position by yielding considerable cost savings over the current practice of sending apparatus to the shop for all repairs.

Table 10: Fire Proposed Positions and Operations Costs
One-time appropriations requested for the fire department include overtime to backfill for the academy drill instructor January – June, vehicles and start-up costs for the new positions, replacement of several rigs, vehicles, boats, utility vehicles, exercise equipment, PPE, and other firefighting equipment and supplies.

Table 11: Fire One-Time Costs
Personnel # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Firefighter (9 Positions) 9 $ - $ - $ - $ 885,258 $ 1,859,043 Admintrative Analyst I/II 1 $ 45,981 $ 189,440 $ 195,123 $ 200,977 $ 207,006 Fire Mechanic 1 $ - $ 147,588 $ 152,016 $ 156,576 $ 161,273 SUB-TOTAL 11 $ 45,981 $ 337,028 $ 347,139 $ 1,242,811 $ 2,227,323 Operations # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Ongoing costs for Analyst & Fire Mechanic - $ - $ 9,661 $ 9,951 $ 10,249 $ 10,557 Vehicle Maintenance (Budget Increase) - $ - $ 350,000 $ 350,000 $ 350,000 $ 350,000 Training (Budget Increase) - $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 Image Trend (Incident Reporting) Subscription - $ 80,000 $ 68,250 $ 70,298 $ 72,406 $ 74,579 PT Services/Exercise Equipment Maintenance - $ - $ 45,000 $ 45,000 $ 45,000 $ 45,000 On-Call Helicopter/Bulldozer Services - $ - $ 20,000 $ 20,000 $ 20,000 $ 20,000 Personal Protective Equipment (Budget Increase) - $ - $ 20,000 $ 20,000 $ 20,000 $ 20,000 Tablet Command Subscription - $ 16,000 $ 16,480 $ 16,974 $ 17,484 $ 18,008 Health & Wellness (Budget Increase) - $ - $ 11,000 $ 11,000 $ 11,000 $ 11,000 Engine 45 Purchase/Finance (Type 1 Pumper) - $ - $ 130,000 $ 130,000 $ 130,000 $ 130,000 Training Consortium (Budget Increase) - $ - $ 10,000 $ 10,000 $ 10,000 $ 10,000 SUB-TOTAL - $ 96,000 $ 880,391 $ 883,223 $ 886,139 $ 889,144 485
ATTACHMENT 2 – MEASURE O
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Roads
Proposals for the public works O&M department total approximately $3.4 million annually in ongoing expenses to fund a dedicated road response crew.

Table 12: Roads Spending Plan
Ten new positions are proposed, including 6 Road Maintenance Workers, 3 Chief Road Maintenance Workers, and a Road Maintenance Supervisor.

Table 13: Road Maintenance Positions and Operations Costs One-Time # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Fire Operations Overtime - $ 1,015,000 $ - $ - $ - $ -
Brush Rig 43 Repacement - $ 400,000 $ - $ - $ - $ -
Exercise Equipment Replacement (All Stations) - $ 250,000 $ - $ - $ - $ - Boat 41 Replacement - $ 200,000 $ - $ - $ - $ -
SCBA RIC/UAC Upgrade - $ 120,000 $ - $ - $ - $ -
Fire Mechanic Vehicle - $ 100,000 $ - $ - $ - $ -
Startup Costs for Admin Analyst & Fire Mechanic - $ 10,400 $ - $ - $ - $ - Admin Battalion Chief Vehicle Replacement - $ 100,000 $ - $ - $ - $ - Admin Captain Vehicle Replacement - $ 100,000 $ - $ - $ - $ - Fire Marshal Vehicle Replacement - $ 100,000 $ - $ - $ - $ - Utility Vehicle 43 Replacement - $ 100,000 $ - $ - $ - $ - Utility Vehicle 41 Replacement - $ 100,000 $ - $ - $ - $ - Fire Shelters Replacement - $ 45,000 $ - $ - $ - $ -
Sufficient Cache of Spare SCBA Bottles - $ 40,000 $ - $ - $ - $ - Station 41 Spare Hose Rack - $ 30,000 $ - $ - $ - $ -
Equipment for Current Engine 45 - $ 30,000 $ - $ - $ - $ - Dry Suits Replacement - $ 20,000 $ - $ - $ - $ -
Suctions & Flats Replacement - $ 20,000 $ - $ - $ - $ - SUB-TOTAL - $ 2,780,400 $ - $ - $ - $ -
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
TOTAL $ 121,417 $ 3,188,561 $ 3,248,218 $ 3,309,664 $ 3,372,954

PUBLIC WORKS OPERATIONS & MAINTENANCE
Personnel # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Maintenance Worker/Senior (Road Response Crew) 6 $ 67,500 $ 810,000 $ 834,300 $ 859,329 $ 885,109 Chief Maintenance Worker (Road Response Crew) 3 $ 36,750 $ 441,000 $ 454,230 $ 467,857 $ 481,893 Road Maintenance Supervisor 1 $ 17,167 $ 206,000 $ 212,180 $ 218,545 $ 225,102 SUB-TOTAL 10 $ 121,417 $ 1,457,000 $ 1,500,710 $ 1,545,731 $ 1,592,103 Operations # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Road Response Crew Vehicles/Equipment Lease/Purchase/Finance - $ - $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 Operations Costs for Road Response Crew - $ - $ 531,561 $ 547,508 $ 563,933 $ 580,851 SUB-TOTAL - $ - $ 1,731,561 $ 1,747,508 $ 1,763,933 $ 1,780,851 486
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Parks & Trails
Proposals for the parks & trails category total approximately $2.2 million annually in ongoing expenses and $1.1 million in one-time expenses.

Table 14: Parks & Trails Spending Plan
The request for the Parks Department includes 10 new positions with a Park Facilities Maintenance Supervisor, one Chief Parks and Grounds Worker (Homeless Cleanup) and one Groundskeeper (Homeless Cleanup) proposed to be added immediately, and the remaining positions will be budgeted effective July 1, 2025.

Table 15: Parks & Trails Proposed Positions and Operations Costs One-time appropriations requested for the parks department include vehicles and start-up costs for the new positions, median landscape improvements from 7th to Harbor, and funds to hire a consultant to build out what a park ranger program would look like and how best to implement the program for success.

Table 16: Parks One-Time Costs
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
TOTAL $ 1,147,328 $ 2,090,259 $ 2,152,224 $ 2,196,736 $ 2,242,583

PARKS & RECREATION
Personnel # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Parks Planning and Development Manager 1 $ - $ 220,330 $ 226,940 $ 233,748 $ 240,761 Parks Facilities Maintenance Supervisor 1 $ 17,167 $ 206,000 $ 212,180 $ 218,545 $ 225,102 Chief Parks & Grounds Worker 2 $ 11,327 $ 280,015 $ 288,415 $ 297,068 $ 305,980 Parks & Grounds Worker 2 $ - $ 237,210 $ 244,326 $ 251,656 $ 259,206 Groundskeeper 4 $ 8,333 $ 412,000 $ 424,360 $ 437,091 $ 450,204 SUB-TOTAL 10 $ 36,828 $ 1,355,555 $ 1,396,221 $ 1,438,108 $ 1,481,251 Operations # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Operations Fleet Vehicle Replacements - $ - $ 237,500 $ 237,500 $ 237,500 $ 237,500 Operations Equipment Replacements - $ - $ 175,000 $ 175,000 $ 175,000 $ 175,000 Fence Maintenance & Repairs - $ - $ 75,000 $ 75,000 $ 75,000 $ 75,000 Park Plumbing Maintenance & Repairs - $ - $ 68,500 $ 68,500 $ 68,500 $ 68,500 Vehicle & Equipment Maintenance - $ - $ 47,500 $ 47,500 $ 47,500 $ 47,500 Operations Costs for Added Parks Operations Personnel - $ - $ 42,780 $ 44,063 $ 45,385 $ 46,747 Landscaping Contractor - $ - $ 42,174 $ 43,439 $ 44,742 $ 46,085 Citywide Mulch - $ - $ 27,500 $ 27,500 $ 27,500 $ 27,500 Playground Chip Refill - $ - $ 18,750 $ 37,500 $ 37,500 $ 37,500 SUB-TOTAL - $ - $ 734,704 $ 756,003 $ 758,628 $ 761,332 One-Time # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Median Landscapes 7th to Harbor - $ 368,500
Park Ranger Consultant to Build Out Program - $ 75,000
Startup Costs for Added Parks Maintenance Personnel - $ 667,000 $ - $ - $ - $ - SUB-TOTAL - $ 1,110,500 $ - $ - $ - $ -
487
ATTACHMENT 2 – MEASURE O
2-10
Park Ranger Program
In the February Council meeting when the Measure O spending plan was initially presented to Council, it included a proposal to implement a Park Ranger program to create a well-trained, knowledgeable, and community-focused team of park rangers who are equipped to enhance the stewardship and management of local parks and natural resources. The program was proposed to be designed to increase park safety, decrease park vandalism and enhance the overall protection local parks and natural resources, and to reduce the impact of park related calls to 911 and required police response for calls that a non-sworn park ranger could handle instead.

At the February meeting, Council provided feedback on the overall proposal for Measure O and ultimately supported delaying implementation of a Park Ranger program to allow for time to hire the new police officers and evaluate the impact before determining where to program the remaining revenues.

As a result, we have provided tables below which show what we believe costs may be for the program initially presented/proposed, if Council were to reconsider implementing this program in FY 2026/27.

Table 17: Park Ranger Potential Future Program Cost Considerations 1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
TOTAL $ - $ - $ 2,687,543 $ 2,090,429 $ 2,153,142
Personnel # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Park Ranger Manager 1 $ - $ - $ 240,987 $ 248,217 $ 255,663 Chief Park Ranger 2 $ - $ - $ 318,316 $ 327,865 $ 337,701 Park Ranger II 4 $ - $ - $ 515,872 $ 531,348 $ 547,289
Park Ranger I 4 $ - $ - $ 554,368 $ 570,999 $ 588,129
SUBTOTAL 11 $ - $ - $ 1,629,543 $ 1,678,429 $ 1,728,782 Operations # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Operations Costs for Park Ranger Program/Positions - $ - $ 400,000 $ 412,000 $ 424,360 SUB-TOTAL - $ - $ - $ 400,000 $ 412,000 $ 424,360
One-Time # 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Startup Costs for Park Ranger Program/Positions - $ - $ 658,000 $ - $ - SUB-TOTAL - $ - $ - $ 658,000 $ - $ -

PARKS & RECREATION
488
ATTACHMENT 2 – MEASURE O
2-11
Measure O Spending Plan Summary
The proposed spending plan, if approved by Council, would result in a $15 million loan from the Measure V fund to enable immediate implementation of $22.2 million in priority park, road, and public safety facility projects.

The spending plan proposes to fund a 15% reserve in FY 2026/27 to set aside funds to ensure fiscal sustainability in the case of economic downturn or other significant impact to sales tax revenues, which tend to respond quickly to economic changes.

At the end of the five-year period, the current proposal includes $23 million in ongoing anticipated revenues to fund $20.4 million in expenses, leaving a surplus of $2.6 million, which is sufficient to fund the Park Ranger program or additional staff in other priority areas in the future.

Table 18: Measure O 5-Year Spending Plan
1 2 3 4 5
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
MEASURE O REVENUE 5,100,688 $ 21,014,835 $ 21,645,280 $ 22,294,638 $ 22,963,477 $ 3% annual escalatorONE-TIME REVENUES (BASEBALL) 231,000 $ 462,000 $ 462,000 $ 231,000 $ - $MEASURE V LOAN PROCEEDS 15,000,000 $ - $ - $ - $ - $ Loan to Measure O for one-time expenses w/payments
beginning in 2026-2027
TOTAL REVENUES 20,331,688 $ 21,476,835 $ 22,107,280 $ 22,525,638 $ 22,963,477 $ ONGOING EXPENSES 527,374 $ 9,806,603 $ 12,680,606 $ 14,306,647 $ 15,528,439 $ONE-TIME EXPENSES 4,693,900 $ 1,471,470 $ - $ - $ - $ Includes debt service for vehicle/equipment purchase
financing
CIP EXPENSES 12,171,813 $ 10,000,000 $ - $ - $ - $COST ALLOCATION ESTIMATE 500,000 $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $MEASURE V LOAN REPAYMENT - $ - $ 1,850,000 $ 1,850,000 $ 1,850,000 $ Debt service for 10-year loan term TOTAL EXPENSES 17,893,087 $ 23,778,073 $ 17,530,606 $ 19,156,647 $ 20,378,439 $ TOTAL SURPLUS/DEFICIT 2,438,601 $ (2,301,239) $ 4,576,674 $ 3,368,991 $ 2,585,038 $ Allocate any Measure O surplus to CIP road projects & reserves
CONTRIBUTION TO RESERVE - $ - $ 2,500,000 $ 844,196 $ 100,326 $ PRIOR YEAR CARRYOVER - $ 2,438,601 $ 137,362 $ 2,214,036 $ 4,738,831 $ END OF YEAR BALANCE 2,438,601 $ 137,362 $ 2,214,036 $ 4,738,831 $ 7,223,544 $ RESERVE BALANCE - $ - $ 2,500,000 $ 3,344,196 $ 3,444,522 $RESERVES % of REVENUES 0% 0% 12% 15% 15% ONGOING SURPLUS/DEFICIT 4,073,314 $ 8,708,231 $ 4,114,674 $ 3,137,991 $ 2,484,713 $ Annual amount available for Park Ranger program, if desired.

After FY 2035/36, this amount increases by $1.85million.

MEASURE O IMPLEMENTATION: 5-YEAR BUDGET NOTES
489
ATTACHMENT 2 – MEASURE O
2-12
Additionally, the $1.85 million annual repayment to the Measure V fund will end after FY 2035/36, providing for additional ongoing revenues which may be appropriated for programmatic costs or utilized to fund capital projects, including road projects.

As a general policy consideration, staff proposes Council adopt a policy to utilize any annual surplus to fund road projects first, before other considerations are made. 490
ATTACHMENT 3 – MIDYEAR BUDGET SUMMARY
3-1
The net impact of midyear budget proposals is $13.6 million in City funding sources. The proposed midyear budget includes $7 million in new revenues across various funds, primarily the General Fund and Measure O Fund, to offset $2.7 million in ongoing annual expenses, $10.7 million in one-time operating expenses, and $7.1 million in new funding for capital projects. An additional $4.0 million in new grant funding has been awarded for infrastructure projects. A positive number in the net impact column signifies an increase in expenses. A negative number signifies a net increase in revenue or reduction in expense for the fund.

Table 1 – FY 2024/25 Midyear Budget Summary
FUND # FUND TITLE REVENUE POSITIONS ANNUAL O&M

ONE-TIME

O&M ONE-TIME CIP TOTAL NET
101 General Fund $ 1,569,259 $ 55,043 $ 154,188 $ 200,000 $ - $ 409,231 $ (1,160,028) 104 General Support Srv Fund $ - $ 38,071 $ 831,012 $ 656,368 $ - $ 1,525,451 $ 1,525,451 105 Budget Stabilization Fund $ - $ - $ - $ 140,000 $ - $ 140,000 $ 140,000 106 Gen Special Purpose C.I. Fund $ - $ (25,038) $ 100,000 $ 5,000 $ 875,000 $ 954,962 $ 954,962 107 Gen One-Time Money Fund $ - $ - $ - $ 251,239 $ 8,960 $ 260,199 $ 260,199 108 Measure K (Sales Tax) Fund $ - $ - $ 5,805 $ - $ - $ 5,805 $ 5,805 110 Measure E Fund $ - $ (38,071) $ - $ 75,000 $ (33,000) $ 3,929 $ 3,929 111 Measure N Fund $ - $ 55,692 $ - $ 5,000 $ (498,726) $ (438,034) $ (438,034) 112 Measure O Fund $ 5,331,688 $ 431,374 $ 596,000 $ 4,693,900 $ 12,171,813 $ 17,893,087 $ 12,561,399 201 Road Fund (Gas Tax) $ 36,387 $ - $ 66,836 $ - $ 15,000 $ 81,836 $ 45,449 203 Road Fund (SB1) $ 64,336 $ - $ - $ - $ (66,627) $ (66,627) $ (130,963) 206 Cable TV Fund $ - $ - $ - $ - $ 150,000 $ 150,000 $ 150,000 208 General Facilities Fund $ - $ - $ - $ - $ 450,000 $ 450,000 $ 450,000 215 Storm Water Maint. Fund $ - $ - $ 170 $ - $ - $ 170 $ 170 218 Project Homekey ARP $ - $ 61,480 $ - $ 7,000 $ - $ 68,480 $ 68,480 229 Flood Protection In Lieu $ - $ - $ - $ 4,000,000 $ - $ 4,000,000 $ 4,000,000 251-9455 Illegal Dumping Fee $ - $ - $ 2,340 $ - $ - $ 2,340 $ 2,340 254-9555 Discovery Preschool $ - $ - $ 77,156 $ - $ - $ 77,156 $ 77,156 269-9194 CFD R - Bridge District $ - $ - $ - $ 250,000 $ - $ 250,000 $ 250,000 286 Development Trust Fund $ - $ - $ 35,000 $ - $ - $ 35,000 $ 35,000 296 Bridge District IFD $ - $ - $ - $ - $ (49,693) $ (49,693) $ (49,693) 405 Bridge District CIP $ - $ - $ - $ - $ (3,684,074) $ (3,684,074) $ (3,684,074) 501 Sewer Operating Fund $ - $ - $ 109,000 $ - $ 200,000 $ 309,000 $ 309,000 502 Sewer Capital Projects Fund $ - $ - $ - $ - $ (2,417,135) $ (2,417,135) $ (2,417,135) 506 Water Operating Fund $ - $ 45,940 $ 23,000 $ 261,000 $ - $ 329,940 $ 329,940 507 Water Capital Projects Fund $ - $ - $ - $ - $ (3,770,669) $ (3,770,669) $ (3,770,669) 610 Public Works Support Services $ - $ 27,751 $ 2,400 $ 5,000 $ - $ 35,151 $ 35,151 650 Comm. Dev. Support Services $ - $ 87,252 $ 9,200 $ 179,000 $ - $ 275,452 $ 275,452 653 Environmental Svcs&Sustanabili $ - $ 15,000 $ - $ 5,000 $ - $ 20,000 $ 20,000 792 Bridge District Debt CFD 27 $ - $ - $ - $ - $ 3,733,767 $ 3,733,767 $ 3,733,767 TOTAL $ 7,001,670 $ 754,494 $ 2,012,107 $ 10,733,507 $ 7,084,616 $ 20,584,724 $ 13,583,055 491
ATTACHMENT 4 – MIDYEAR POSITION CHANGES
4-1
New Positions
Thirty-three (33) positions are proposed across several funds, with 21 of those positions being proposed in Measure O. Additionally, staff is requesting approval to add eighteen (18) additional positions in Measure O effective July 1, 2025.

All requests that impact the Authorized Position List (APL) for the City are detailed in this attachment.

Minimum Wage Compaction
Minimum wage in California was increased January 1, 2025 by 50 cents per hour to $16.50 per hour. At that time, any extra help employee making below that amount was automatically increased to the new minimum wage. However, no adjustments were made to employees earning $16.50/hour or above, creating compaction where lower tenured employees are making the same as experienced or longer tenured staff. To remedy this, $136,695 is requested across various funds to increase all extra help staff by 50 cents per hour.

Position Changes
There is one position change request in Public Works O&M department to eliminate a vacant Senior Clerk position and replace it with a Secretary position to better align with the needs of the department.

Position Funding Changes
Several positions within the IT division of the City Manager’s office are requested to be reallocated to better reflect the service being provided. The net impact of these changes is a reduction of $38,071 of costs in the Measure E fund and an increase in cost of the same amount in the General Support Services fund. A program manager position in Economic Development Department is proposed to shift from Economic Development general tasks to manage the Small Business Accelerator program, and as a result is proposed to be moved to the Measure N fund to align with that program.

The total impact of all position requests for the midyear budget is $739,494 across all funds, and a net increase of 33 positions in FY 2024/25 and 18 positions in FY 2025/26.

Table 1 – Proposed Midyear Position Requests
Table 2 provides the details of all position requests, including the proposed funding source and total cost.

FUND TOTAL 3/19/2025 7/1/2025
Measure O Fund $ 431,374 21 18
General Fund $ 55,043 2
General Support Services Fund $ 38,071 1
Measure E Fund $ (38,071) (1)
Community Investment Fund $ 30,654 1
FEMA Grants $ 61,480 2
Water Fund $ 45,940 2
Public Works O&M $ 27,751 1
Community
Development/Sustainability
$ 87,252 4
TOTAL POSITION RELATED $ 739,494 33 18
492
ATTACHMENT 4 – MIDYEAR POSITION CHANGES
4-2
Table 2 – FY 2024/25 Midyear Proposed Position Changes Date Description Department Funding Source FTE FY 2024/25 COST 48 431,374 $ 3/19/2025 Administrative Analyst I/II Fire Measure O 1 45,981 3/19/2025 Police Officer Police Measure O 5 198,488 3/19/2025 Program Technician Police Measure O 1 11,793 3/19/2025 Police Records and Property Manager Police Measure O 1 16,869 3/19/2025 Road Maintenance Worker/Senior Public Works O&M Measure O 6 67,500 3/19/2025 Chief Road Maintenance Worker Public Works O&M Measure O 3 36,750 3/19/2025 Road Maintenance Supervisor Public Works O&M Measure O 1 17,167 3/19/2025 Parks Facility Maint Spvsr Parks and Recreation Measure O 1 17,167 3/19/2025 Chief Parks & Grounds Worker Parks and Recreation Measure O 1 11,327 3/19/2025 Groundskeeper Parks and Recreation Measure O 1 8,333 7/1/2025 Fire Mechanic Fire Measure O 1 - 7/1/2025 Police Officer Police Measure O 2 - 7/1/2025 Police Officer Police Measure O 1 - 7/1/2025 Police Officer Police Measure O 2 - 7/1/2025 Police Officer Police Measure O 2 - 7/1/2025 Parks Planning & Development Mgr Parks and Recreation Measure O 1 - 7/1/2025 Chief Parks & Grounds Worker Parks and Recreation Measure O 1 - 7/1/2025 Parks & Grounds Worker Parks and Recreation Measure O 2 - 7/1/2025 Groundskeeper Parks and Recreation Measure O 3 - 7/1/2025 Police Sergeant Police Measure O 1 - 7/1/2025 Mental Health Clinician Police Measure O 2 -1/1/2028 Firefighter (After SAFER Grant Expiration) Fire Measure O 9 -
New Positions - Measure O
493
ATTACHMENT 4 – MIDYEAR POSITION CHANGES
4-3 Date Description Department Funding Source FTE FY 2024/25 COST
12 303,120 $
3/19/2025 Program Technician Capital Projects General Fund 1 22,7513/19/2025 Project Manager Capital Projects General Fund 1 32,2923/19/2025 IT Specialist (Acella) City Manager's Office Community Development Fund 1 30,6543/19/2025 Development Services Manager Community Development Community Development Fund 1 41,5983/19/2025 Permit Tech II Community Development Community Development Fund 1 -3/19/2025 Admin Analyst I/II (Sustainability) Community Development Sustainability Fund 1 15,0003/19/2025 Admin Analyst I/II Economic Development & Housing Community Investment Fund 1 30,6543/19/2025 Program Technician (Homeless)* Economic Development & Housing FEMA Grants 1 23,5853/19/2025 MMS Program Technician Public Works O&M Public Works Admin 1 22,7513/19/2025 Stationary Engineer (Homekey) Public Works O&M FEMA Grants 1 37,8953/19/2025 Maintenance Worker/Senior (Hydrants) Public Works O&M Water Fund 2 45,940 0 5,000 $
3/19/2025 ADD IT Specialist (Data) City Manager's Office Measure E - Innovation 1 45,9813/19/2025 DELETE IT Specialist City Manager's Office General Support Services Fund -1 (45,981)3/19/2025 ADD Technical Support Specialist City Manager's Office General Support Services Fund 1 34,0523/19/2025 DELETE Technical Support Specialist (Data) City Manager's Office Measure E - Innovation -1 (34,052)3/19/2025 ADD Data Services Manager City Manager's Office General Support Services Fund 1 50,0003/19/2025 DELETE Data Services Manager City Manager's Office Measure E - Innovation -0.5 (25,000)3/19/2025 DELETE Data Services Manager City Manager's Office Measure E - Home Run -0.5 (25,000)3/19/2025 ADD Program Manager Economic Development & Housing Measure N - Inclusive Econ Dev 1 55,6923/19/2025 DELETE Program Manager Economic Development & Housing Community Investment Fund -1 (55,692)3/19/2025 ADD Secretary Public Works O&M Public Works Admin 1 5,0003/19/2025 DELETE Senior Clerk Public Works O&M Public Works Admin -1 - * This is currently limited term expiring March 2026, proposal is to make FT. Total Personnel/Labor Requests 60 739,494 $ MIDYEAR PROPOSED 34 739,494 $ MEASURE O MIDYEAR 21 431,374 $ New Positions - Other Position Funding Changes
494
ATTACHMENT 5 – FY 2024/25 MIDTERM OPERATIONS & MAINTENANCE 5-1
This attachment provides a summary of O&M midterm budget proposals by category. The Attachment starts with a summary list of proposed adjustments. The first column on each summary page includes a reference number. Behind the summary page are detailed pages for each request. These requests are numbered, and the number in the first column of the summary page corresponds to the number at the top of each detailed request page. Council and citizens alike are encouraged to read through the detailed proposals to understand more about each of the requests, why they are being proposed now, and what is intended to be accomplished with the additional funding requested as part of the proposed midterm budget.

FY 2024/25 Midterm O&M Budget Proposals
Department requests proposed for Council consideration with the midterm budget include $10.7 million in one-time funding and $2.8 million in ongoing funding across City funding sources.

Personnel Related
Personnel-related requests, including the cost of proposed new positions described in Attachment 3, total $1,852,768 in one-time funds and $1,142,601 in annual costs across various funds, though primarily in the Measure O fund. Included in this category are $754,494 annually for the new positions themselves, $136,695 for minimum wage increases and extra help compaction, $36,000 for management leadership academy, $140,000 in increased budget for HR to cover additional costs for pre-hire screening and onboarding for new positions, and $110,900 for costs related to the new positions (licenses, training, PPE, etc.). One-time costs include $1,015,000 in additional overtime for the fire department to cover backfill for the position assigned to Drill Instructor for the 9 new firefighters in the academy, and $837,768 in other one-time position related costs, including office space, computers, monitors, and vehicles for the valve and hydrant program homeless program new positions.

Technology & Software Related
Technology related proposals total $28,200 in one-time costs and $96,000 in annual appropriations for On Base renewal cost increase and for the Fire Departments reporting software upgrade.

Vehicles & Equipment
The Vehicles and Equipment category proposes the largest category of one-time appropriation requests ($3.3 million), including $2,773,200 from the Measure O Fund to purchase vehicles and equipment (new and replacement) for existing and new positions, and to increase service levels for parks, roads, and public safety. A big portion of the Measure O one-time funds are to replace several fire department vehicles, rigs, utility vehicles, and necessary firefighting equipment. Appropriations in other funds include a replacement of the water meter base station which reads meters wirelessly, replacement of a generator for the stormwater maintenance division, and replacement of fleet and facilities division vehicles and equipment.

Supplies & Services
The supplies and services category includes $1.1 million in one-time funding requests and $793,000 annually across several funds. One-time appropriation requests include $443,500 detailed in the Measure O fund spending plan (Attachment 2), $250,000 for monument signage and mural in the Bridge District (from Bridge District CFD funding), $150,000 for tree mitigation objective design standards update, $202,839 for a parks improvement project, $60,000 in additional funds for the HVAC rental during the project implementation, and $25,000 toward translation services and pre-approved ADU plans.

Ongoing annual requests include $330,500 for increased maintenance budget for Public Works O&M divisions (water, road, sewer, storm, fleet, facilities), $350,000 for the real property division, $100,000 for a Public Boat Dock Attendant, and $12,500 for annual security cost increase and annual zooming code updates.

Other
The Other category has total appropriations requested of $4.4 million one-time and $735,000 annually.

One-time appropriations include $4 million from the Flood-in-lieu fee fund as a contribution to WSAFCA to fund the local cash match portion of levee projects, $200,000 to replenish the general fund contingency for FY 2024/25 as it has been fully used for unanticipated costs related to baseball, $25,000 in budget for costs related to preparing for the A’s, and $118,000 in increased costs for YCPARMIA insurance 495
ATTACHMENT 5 – FY 2024/25 MIDTERM OPERATIONS & MAINTENANCE 5-2
premiums. Ongoing costs include $500,000 in estimated cost allocation for the Measure O fund, $200,000 in funding in the Risk Management fund to cover claim deductible costs, and $35,000 to cover possible costs related to an expected settlement agreement.

Department requests proposed for Council consideration with the midterm budget include $10.7 million in one-time funding and $2.8 million in ongoing funding across several City funds.

Table 1 and Chart 1 below provide visual summaries of the midterm O&M budget proposals for FY 2024/25, while Table 2 provides a detailed listing of requests by category.

Table 1 – FY 2024/25 O&M Midterm Budget Proposals by Category Chart 1 – FY 2024/25 O&M Midterm Budget Proposals by Category

EXPENSE CATEGORY ONE-TIME ONGOING
PERSONNEL RELATED 1,852,768 1,142,601
TECHNOLOGY & SOFTWARE 28,200 96,000
VEHICLES & EQUIPMENT 3,328,200 -
SUPPLIES & SERVICES 1,131,339 793,000
OTHER 4,393,000 735,000
TOTAL O&M REQUESTS 10,733,507 2,766,601

PERSONNEL RELATED

TECHNOLOGY & SOFTWARE

VEHICLES & EQUIPMENT

SUPPLIES & SERVICES
OTHER
Millions
Midyear O&M

ONGOING ONE-TIME
496
ATTACHMENT 5 – FY 2024/25 MIDTERM OPERATIONS & MAINTENANCE 5-3
Table 2 – FY 2024/25 Midterm O&M Budget Proposals by Category DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING PERSONNEL RELATED 1,852,768 $ 1,142,601 $ N/A New Positions (See Position Summary) Various Various - 323,120 N/A New Positions (See Position Summary) Various Measure O 431,374 N/A Position Related Costs Various Measure O 412,200 - 720 Fire Operations - Overtime Fire Measure O 1,015,000 - 550 Personnel Adjustments - HR Analyst I/II & HR/Payroll Technician I/II City Manager's Office General Support Services - 20,000 579 New Position - Project Manager I/II Capital Projects General Fund 3,700 1,800 587 Police Records and Property Manager Position Police General Fund 6,000 - 625 Development Services Manager position Community Development Community Development 5,000 - 659 Finance Analyst/Sr. Finance Analyst Finance General Support Services 10,000 5,000 665 Accountant I Finance General Support Services 10,000 2,250 679 Technical Support Specialist I/II/III for Data Services City Manager's Office General Support Services 3,500 - 680 MMS Program Technician Public Works Public Works Administration 5,000 2,400 684 IT Specialist I/II City Manager's Office Measure E - Innovation 3,500 500 685 New Position - Program Technician Capital Projects General Fund 3,700 1,500 688 GIS Supervisor City Manager's Office General Support Services 3,500 1,000 689 Office Space Capital Projects General Fund 35,000 - 699 Sustainability Outreach and Enforcement Analyst Community Development General Fund 5,000 - 712 HomeKey Stationary Engineer Public Works FEMA Grants 77,000 - 727 Safety Clothing & Supplies Expense Budget Increase Community Development Community Development - 700 728 Information Technology Specialist I/II position Community Development Community Development 9,000 3,500 729 New Position- IT Specialist I/II (ACCELA) in IT Department Community Development Community Development 4,668 - 741 Administrative Analyst Position Economic Development & Housing Community Investment Fund 5,000 - 742 New Program Technician I/II Position Economic Development & Housing FEMA Grants 5,000 - 745 Procurement Analyst I/II/Senior Finance General Support Services 10,000 2,250748 Management Leadership Academy City Manager's Office General Support Services - 36,000750 Valve & Hydrant Program & Staff Public Works Water Fund 206,000 6,000755 Finance Extra Help Finance General Support Services - 28,000756 Small Business Accelerator Program Manager Position Economic Development & Housing Measure N - Inclusive Econ Dev 5,000 - 758 Increase Funding For HR Services and Licenses Community Development Community Development - 140,512783 Building Inspector I/II and Senior Plans Examiner Signing Ii
Community Development Community Development 10,000 -
N/A Minimum Wage Increase - Extra Help City Manager's Office Various - 136,695 TECHNOLOGY & SOFTWARE 28,200 $ 96,000 $
MO Measure O Technology & Software Various Measure O - 96,000 749 OnBase Solutions Renewal Document Management Software City Manager's Office General Support Services 28,200 - 497
ATTACHMENT 5 – FY 2024/25 MIDTERM OPERATIONS & MAINTENANCE 5-4DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING VEHICLES & EQUIPMENT 3,328,200 $ - $
MO Measure O Vehicles & Equipment Various Measure O 2,773,200 - 599 Parks Operations Equipment Replacements Parks & Recreation Measure O - - 600 Parks Operations Fleet Vehicle Replacement Parks & Recreation Measure O - - 700 Revise Funding Source for Annual Debt Payment - New Fire Type I Pumper
Fire General Fund - -
713 Fleet Vehicle and Equipment Replacements Public Works General Support Services 210,000 - 714 Facilities Vehicle Replacement Public Works General Support Services 150,000 - 730 Generator Replacement - Storm Public Works General Budget Stabilization Fund 140,000 - 739 Water Meter Base Station Replacement Public Works Water Fund 55,000 - DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING SUPPLIES & SERVICES 1,131,339 $ 793,000 $ MO Measure O Supplies & Services Various Measure O 443,500 - 681 Maintenance Budgets for PWOM funds Public Works Measure G Fund - 330,500682 City Hall HVAC Rental Public Works 60,000 - 690 Parks Improvement Project Parks & Recreation 202,839 - 725 Pre-Approved Accessory Dwelling Unit (ADU) Plans Community Development 5,000 - 726 Public Meeting and Community Outreach Translation Services City Manager's Office 20,000 - 734 Annual Zoning Code Updates Community Development General Support Services, Measure G d
- 5,000
735 Citywide Objective Design Standards Community Development Tree Mitigation Fund 150,000 - 747 CMO Security Costs City Manager's Office - 7,500771 Real Property Division Capital Projects - 350,000782 Public Boat Dock Attendant Parks & Recreation - 100,000785 Bridge District Monument Signage Design Economic Development & Housing 250,000 - OTHER 4,393,000 735,000
MO Measure O Other Police Measure O 50,000 500,000
744 YCPARMIA Budget City Manager's Office Water Enterprise Fund 118,000 - 746 A's Project Management Costs City Manager's Office Refuse Fund/ Offset by Revenues 25,000 - 772 Flood-in-Lieu Contribution to WSAFCA for Flood Project Local h
Finance Water Enterprise Fund 4,000,000 -
784 319/325 Third Street Economic Development & Housing General Support Services - 35,000N/A Risk Fund Budget for Reimbursable Claim / d bl
City Manager's Office Measure E - Home Run - 200,000
N/A Replenish General Fund Contingency City Manager's Office Measure G Fund 200,000 - N/A A's Baseball Special Event Permit (Reimbursable) City Manager's Office General Support Services - - TOTAL O&M REQUESTS 10,733,507 2,766,601
498
Budget Decision Package
$0.00
$102,486.00
$102,486.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00550
Status: Budget Review
Title: Personnel Adjustments - HR Analyst I/II & HR/Payroll Technician I/II Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:

Core Services/Operations Functions Growth & Funding
Description:

Project Type:

Change to Existing Program/Service
As our organization continues to expand and evolve (i.e. adding new positions, new represented employee groups, new initiatives, new tax measures), it has become evident that we need additional HR support to effectively manage the growing workload and increasing complexity of tasks within our HR division to maintain the high level of service that our employees expect and deserve and is required by law. Requesting two new positions in HR would not only alleviate the burden on our current team but also enhance our ability to meet the diverse needs of our expanding employee count. By additional dedicated resources, we can streamline processes, improve efficiency, and ensure timely responses to employee inquiries and requests. These positions are being requested in advance of the midyear/Measure O budget to ensure appropriate central service staff are hired and in place soon after the midyear budget is approved to support the recruitment of new positions funded by Measure O which are anticipated to be adopted by Council in February.

With potential passage of Measure O, and new position requests equaling almost 70, this will create more positions to fill and a larger candidate pool. Due to a more attractive compensation and benefits package, our current HR team is becoming overwhelmed and unable to effectively manage the recruitment process timely. The recruitment process requires prompt reviewing of applications, scheduling interviews, and providing timely feedback to candidates. With an additional HR staff, we can ensure that these tasks are handled efficiently and promptly, resulting in a more streamlined and responsive recruitment experience.

Furthermore, the HR division plays a critical role in fostering a positive work environment and supporting employee satisfaction. With an additional team member, we will be able to invest more time and effort into employee engagement initiatives, talent development programs, and strategic HR projects that contribute to the overall success of our organization which are objectives of our City Council and City Manager that we currently do not have the ability to support internally. By requesting these new positions, we are making a proactive investment in the future of our HR division and our organization as a whole. The benefits of having extra set of hands and expertise far outweigh the costs, considering the long-term impact on employee satisfaction, productivity, and organizational growth.

Recent changes in California labor laws and regulations for unions and extra help employees have significantly increased the workload for HR staff to maintain compliance. These changes have created new responsibilities and complexities in HR management:
- **Expanded Union Rights:** New legislation has strengthened union protections, requiring HR to navigate more complex labor negotiations and ensure compliance with updated collective bargaining agreements. - **Extra Help Employee Reclassification:** Changes in the classification of extra help or temporary employees have necessitated thorough reviews of employment status, benefits eligibility, and work hour tracking. - **Enhanced Leave Policies:** Expanded leave rights, including paid sick leave and family leave, require HR to update policies, track accruals, and manage leave requests more meticulously. - **Wage and Hour Compliance:** Stricter regulations on overtime, meal breaks, and rest periods have increased the 499 Page 3 of 139
complexity of payroll management and time tracking for HR staff. - **Training Requirements:** New mandates for employee training on topics such as harassment prevention and workplace safety have added to HR's responsibilities in organizing and documenting these sessions.

To remain compliant with these evolving laws, HR departments must:
- Continuously update policies and employee handbooks
- Provide more frequent staff training on new regulations - Implement more robust tracking systems for employee data - Increase communication with legal counsel to interpret new laws - Conduct more frequent audits to ensure ongoing compliance These additional tasks have significantly increased the workload for our HR team.

Position proposed to be funded by General Support Services Fund 104-9024. Costs in this fund are allocated to all City cost centers based on the approved cost allocation methodology based on level of service provided.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9024 5111 HR Analyst I/II & HR & Payroll Technician I/II HR Analyst I/II and HR & Payroll Technician I/II (prorated for 3 months of FY 2024/25). Annual cost is $330K for
both positions - total comp.
$0.00 $82,486.00
104 9024 5251 Computers, equip ect
Computers, equip ect
$0.00 $10,000.00 Yes
104 9024 5251 Misc and office
Training etc
$0.00 $10,000.00
Total $0.00 $102,486.00
Section 3 - Detailed Information
Objectives/Need for Request:

Effectively and efficiently provide recruitment support to departments/division. Ensure HR policies, processes and legal compliance issues are adhered to.

According to the 2021 Bloomberg BNA’s HR Department Benchmarks and Analysis report, the rule-of-thumb ratio for a Human Resources department is 1.4 full-time HR staff per 100 employees. This ratio has fluctuated over the years due to unprecedented workforce growth and the increased need to support the added HR burden on businesses. o Based on 439.55 FTE this would equal 6.15 HR staff members, if all of the requested measure O positions are approved this would equal 7
• This ratio does not consider the roughly 240 extra help employees which would equal another 3.36 HR staff members
o Currently HR is staffed with 5 employees from technician level to manager • HR staffing size has only increased 1 technician position since 2013 (ratio then was 1.3 per 100) even though authorized positions have increased from 339.8 to 439.55 which is an increase of 99.75 additional positions to support. If measure O is approved, than it is an additional 160.20 positions to supports since 2013. 500 Page 4 of 139
Consequences of Not Funding:

Without funding these new HR positions to primarily focus on recruitment, there will be negative and significant consequences to our recruiting efforts. Our City currently averages 100+ recruitments per year and the workload and complexity of HR tasks and process within our HR division continue to grow requiring additional staff to provide support . Over the last 10 years there has been an increase in authorized positions of 99.75 as well as numerous laws enacted that affect the recruitment process leaving our current team overwhelmed and unable to effectively manage the recruitment process. Not funding these positions will result in delays in reviewing applications, scheduling interviews, and providing timely feedback to candidates and filling positions. As a result, our ability to attract and hire top talent will be severely compromised. Without the necessary resources, we risk losing qualified candidates to other organizations that can provide a more efficient and responsive recruitment experience. In the long run, our organization's growth and success will be hindered by the inability to effectively staff key positions and meet the evolving needs of our workforce.

If HR cannot effectively manage the recruitment process, this will require additional assistance from already understaffed departments/division, thus potentially exposing ourselves to legal compliance issues, and policies and processes not being adhered to.

Alternatives Considered:

Maintain existing staffing levels in HR at the expense of providing appropriate recruitment support to departments/division which can lead to legal compliance issues if policies and processes are not adhered to. HR has implemented software enhancements and innovated the recruitment process as much as possible, but dedicated staff is needed to further support and administer these enhancements and technology.

Section 4 - Attachments
Attachment Attachment Description
New Position Request HR Analyst I/II
New Position Request HR & Payroll
Technician I/II
501 Page 5 of 139
Budget Decision Package
$0.00
$37,792.00
$37,792.00
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: Jaipal Chahal Phone: (916) 617-5302
Mandatory: No
Section 1 - General Information
Strategic Plan:

City Facilities & Infrastructure Financing Strategy
Description:

Project Type:

Change to Existing Program/Service
To effectively manage the increasing workload and ensure the timely completion of projects for the city’s core services, it is essential to add at least two additional Project Managers to the Capital Projects Development (CPD) division.

Currently, the division oversees more than 60 projects, divided among five full-time employees (FTEs) and one parttime assistant. Each project requires an average of 180 hours to complete, but with only 150 hours available across the current staff, the division is facing a significant capacity deficit. This shortage leads to project delays across the portfolio, forcing the division manager to divert attention from strategic initiatives to assist with daily project management tasks.

A recent Department Assessment further highlighted the urgent need for additional project management support. The study revealed that CPD Project Managers are handling a workload more than triple that of their Engineering counterparts. Despite the average dollar amount managed per project remaining relatively consistent from 2021 to 2022, the 22/23, and 24/25 fiscal years saw a significant surge in workload. CPD Project Managers are now responsible for nearly double the project dollar amounts compared to their peers in Engineering, further emphasizing the strain on the department.

With the projected increase to over 80 projects in the near future, many of which are essential to maintaining and expanding the city’s core services, the need for resources will escalate. To meet this growing demand, a minimum of eight full-time Project Managers will be required to ensure operational efficiency and prevent delays. This is especially important as more facilities-related Capital Improvement Projects (CIP) are programmed and expected soon.

By adding an additional Project Manager, the division can close the current capacity gap, restore focus on long-term improvements for both the department and the city’s critical services, and ensure efficient project delivery. This investment in personnel is crucial for maintaining operational excellence during a time of expansion and for successfully managing the increased workload of projects tied to core city functions.

Section 2 - Costs
Fund Activity 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. Funding request for 3 months. Will need a fully funded year for future fiscal years.
$0.00 $32,292.00
101 9652 5258 Training
To be used for conferences, training, seminars
$0.00 $1,000.00
502 Page 6 of 139
101 9652 5256 Membership Dues
To be used for Membership Dues for industry
associations
$0.00 $500.00
101 9652 5239 Laptop
Requested to fund laptop purchase
$0.00 $3,000.00 Yes
101 9652 5251 Office Chair
To purchase new office chair.
$0.00 $300.00 Yes
101 9652 5215 PP&E- Vest, Hard hat, gloves & glasses; rain gear & boots
Required for new employees to have safety equipment.
$0.00 $400.00 Yes
101 9652 5221 Cell Phone Reimbursement
Required to pay for cell phone usage.
$0.00 $300.00
Total $0.00 $37,792.00
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.

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
Job Description PM I/II
New Position Request Form
503 Page 7 of 139
Budget Decision Package
$0.00
$39,739.00
$39,739.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00587
Status: Budget Review
Title: Police Records and Property Manager Position
Department: Police Priority: 2
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Records Unit within the Police Department has been functioning with a Supervisor taking on the job duties of a line-level supervisor and of a true Records Manager. The span of control and the level of duties being performed far exceed that of what a supervisor should be tasked with and leaves the Records Supervisor struggling to maintain two positions worth of work. A Records Manager position that functions as the true Custodian of Records, maintains all required state reporting requirements and systems and compliance is vital to the success of our agency.

The Property and Evidence Unit functions with Supervision from a Patrol Sergeant leaving the unit with non-specialized oversight and takes the Patrol Sergeant away from their primary assignment. Property and Evidence is highest area of liability in the Police Department and requires specialized supervision to ensure proper procedures and compliance with state and local requirements.

The Police Department underwent a thorough department study by City Gate & Associates. Part of their immediate recommendation is to increase oversite in both records and Property. The department is requesting a Police Records and Property Manager position be created to provide managerial level oversite to the Records Unit, specialized supervision to Property and Evidence and maintain all required systems and ensure compliance. The existing Records Supervisor position will remain and will shift duties to provide line-level supervision to the Records Unit and establish vital redundancy for the Police Records and Property Manager.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
101 9112 5111 Salary for Police Records and Property Manager Salary and Benefits for Police Records and Property
Manager. Annual total comp $202,433.
$0.00 $33,739.00
107 9112 5571 Equipment/Laptop for Police Records and Property Manager
Laptop and equipment for Support Services Manager
$0.00 $6,000.00 Yes
Total $0.00 $39,739.00
Section 3 - Detailed Information
Objectives/Need for Request:

The create a new position of a Police Records and Property Manager within the Police Department to create a true custodian of records, provide commensurate oversite of the Records Unit and the Property and Evidence Unit. 504 Page 8 of 139
Consequences of Not Funding:

The Records Supervisor will continue to carry an enormous amount of work that is not sustainable and the police department will continue to struggle to maintain compliance with State and lo9cal reporting requirements. The Records Unit will continue to operate with no line-level supervision and the Property and Evidence Unit will continue to function without soecialized oversite, creating liability for the Police Department.

Alternatives Considered:

Continue functioning with only a supervisor in Records and no direct supervision in Property and Evidence Section 4 - Attachments
Attachment Attachment Description
Police Records & Property Manager Job
Description
Police Records Supervisor Job Description
Position Request Form
505 Page 9 of 139
Budget Decision Package
$0.00
$350,000.00
$350,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00599
Status: Budget Review
Title: Parks Operations Equipment Replacements
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:

Core Services/Operations Functions Growth & Funding
Description:

Project Type:

Significant Increase
To enhance the safety and overall conditions of our city parks, athletic fields, trails, open spaces, and related facilities to achieve our goals set forth in the city's strategic plan. We must acquire replacement equipment as existing items have reached the end of their useful lifespan.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
207 9520 5575 Purchase of Equipment
Requesting funding to replace equipment that has
reached its lifespan expiration.
$0.00 $350,000.00
112 9520 5950 Transfer From 207
Transfer from 112 to 207
$0.00 $350,000.00
207 9520 4990 Transfer in from Measure O
Tsfr in
$0.00 ($350,000.00)
Total $0.00 $350,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The main objective of this funding request is to obtain financial support for essential equipment that will improve the safety, efficiency, and sustainability of our city parks and facilities. By fulfilling this goal, the city will strengthen its capacity to maintain and manage parks, trails, and facilities, while also addressing critical community safety and environmental sustainability needs.

Consequences of Not Funding:

If funding is not secured, aging equipment will compromise safety and efficiency in park maintenance, leading to increased hazards and repair costs. This could negatively affect community well-being and engagement, resulting in dissatisfaction among residents and potential long-term damage to local parks and facilities.

Alternatives Considered:

We considered alternatives such as repairing existing equipment, renting, and phased replacements, but these options do not effectively address the urgent need for reliable and safe equipment. Each alternative presents significant drawbacks, including ongoing maintenance costs and safety risks, making a full equipment replacement the most viable solution.

Section 4 - Attachments
506 Page 14 of 139
Budget Decision Package
$0.00
$475,000.00
$475,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00600
Status: Budget Review
Title: Parks Operations Fleet Vehicle Replacement
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: Yes
Section 1 - General Information
Strategic Plan:

Core Services/Operations Functions Growth & Funding
Description:

Project Type:

Significant Increase
The Parks Operations fleet consists of vehicles that have surpassed their 6–10-year lifespan, leading to repair costs that exceed their overall value. Several vehicles are experiencing significant mechanical issues, which are hindering city operations. This is mandatory because the replacement of aging vehicles in the Parks Operations fleet is essential for maintaining operational efficiency and ensuring timely responses to resident needs.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
207 9520 5572 Parks Operations Vehicle Replacement Purchases Requested funding for Parks Operations replacement
vehicles due to lifespan expirations.
$0.00 $450,000.00
112 9520 5255 Fuel Costs
Additional funding for vehicle and equipment fuel due to high fuel costs and the increased number of parks,
inventory and park operation demands.
$0.00 $25,000.00
112 9520 5950 Transfer to Equipment Replacement Fund
Transfer to Equipment Maintenance Fund
$0.00 $450,000.00
207 9520 4990 Transfer from Measure O
Transfer in from Measure O
$0.00 ($450,000.00)
Total $0.00 $475,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objectives for fleet vehicle replacement include enhancing operational efficiency by minimizing downtime and maintenance costs, ensuring compliance with California Air Resources Board (CARB) regulations through the transition to electric vehicles, and managing the budget effectively to prevent shortfalls. Additionally, these efforts aim to improve resident services and support the city’s sustainability initiatives by reducing the carbon footprint of the Parks Operations fleet.

Consequences of Not Funding:

Failing to fund fleet vehicle replacements would lead to higher maintenance costs and increased downtime, adversely impacting park services and creating budget shortfalls that hinder staff's ability to address resident concerns.

Alternatives Considered:

1. Retaining Existing Vehicles: Offers immediate savings on purchase costs but incurs high maintenance expenses and service disruptions due to increased downtime.

2. Not Increasing Maintenance and Fuel Budget: Provides short-term savings, but may lead to cuts in essential services, resulting in long-term operational inefficiencies. 507 Page 15 of 139
Budget Decision Package
$0.00
$46,598.00
$46,598.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00625
Status: Budget Review
Title: Development Services Manager position
Department: Community Development Priority: 2
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:

Sustainable Customer Service Model
Description:

Project Type:

Restoration of Program/Services
This position is critical in addressing the 2024 City Council Management Agenda item "Development Services Enhancements". Restoration of the Development Services Manager will assist the Community Development Director in deploying, managing, measuring and analyzing the improvements needed in the current development review process, enhancing technological solutions to provide a more transparent, efficient and user-friendly environment for customers. This position was eliminated in the economic downturn of 2009, but with the increase in the amount and complexity of development, as well as the improvement of technological solutions that would benefit residents, businesses, and staff, the reestablishment of this position is important to furthering the strategic goals of the Council.

This position requires oversight and coordination of activities in the Community Development Department of significant depth and complexity requiring leadership and management skills, including management of the Permit Center; acting as a liaison for complex projects spanning multiple departments and divisions; engaging as needed in problematic issues pertaining to the development process, permitting and construction; assisting the Director in the development of goals, policies and performance metrics. This position will also assist the Director in coordination of Division budget(s).

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9310 5111 Development Services Manager Position
Tied to CP Manager range - Salary input is what is
budgeted for Gary P. $250K
$0.00 $41,598.00
650 9310 5251 Equipment
New equip for position
$0.00 $5,000.00 Yes
Total $0.00 $46,598.00
508 Page 18 of 139
Section 3 - Detailed Information
Objectives/Need for Request:

The Development Services Manager position would lead the following, including but not limited to:

Streamlined Development Processes: With a dedicated manager overseeing and coordinating development services, there's a central point of contact for developers, contractors, and residents. This can lead to smoother, more efficient processes for obtaining permits, approvals, and navigating regulations.

Enhanced Economic Development: A robust development services function, led by the Community Development Department, can attract businesses and investment by offering providing guidance and support for development projects. This can stimulate economic growth, create job opportunities, spur additional interest in investment and increase tax revenue for the city.

Improved Customer Service: Having a manager specifically tasked with overseeing development services ensures a focus on providing excellent customer service. This can lead to increased satisfaction among developers and residents interacting with the city government. This position would also develop, coordinate, analyze and report out on performance metrics to ensure continual high-quality service delivery.

Improved Coordination: Coordination between various departments involved in the development process, such as planning, building, engineering and transportation, can be facilitated by a dedicated manager. This can reduce delays and conflicts, leading to more cohesive and successful development projects. Furthermore, with improvements in the development process, there is more consistency and surety for the development community.

Consequences of Not Funding:

If the Development Services Manager position is not reestablished and remains unfilled, the stated strategic goal of the Council of "Development Services Enhancements" may be difficult to achieve and could take longer to address issues with the process and deployment of enhancements. With the continued interest by the development community in large-scale greenfield development in Southport, to the buildout of the Bridge District, Grand Gateway, and improvements necessary to accommodate the A's, there will continue to be pressure to improve the development review and permitting processes.

Alternatives Considered:

Alternatives considered include maintaining a status quo, where the Community Development Director bears the primary responsibility for development, analysis, deployment and measurement of development process improvements. This would result in a much more protracted deployment of improvements.

Another possible alternative would be to assign leadership roles among the Community Development management team, which would pull division heads from directing day-to-day operations and the Director from strategic planning and improvements.

Section 4 - Attachments
Attachment Attachment Description
Development Services Manager job
description
The attached is the job description associated with the Development Services Manager position that was left vacant in 2009. If this position is reestablished, the job description and an updated salary range would be strongly advised.
509 Page 19 of 139
Budget Decision Package
$0.00
$68,046.00
$68,046.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00659
Status: Budget Review
Title: Finance Analyst/Sr. Finance Analyst
Department: Finance Priority: 2
Contact: Susana Jackson Phone: (916) 617-4835
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
The Finance Department currently has 19 FTEs over 5 divisions, including a single Senior Finance Analyst as the sole position in the Budget and Financial Planning division with oversight by the Finance Manager position which also oversees the Revenue and Utility Billing Division with a staff of 6. The Budget and Financial Planning Division is responsible for development and management of the City's O&M and 5-year Capital Improvement Program (CIP) budgets, the City's fee program, including the Book of Fees and the Impact Fee program, long-term forecasting, public finance, and other fiscal analysis. There are several projects and new requirements that promise to add additional stress to the already woefully understaffed division, including the adoption of SB602 which requires updates to every impact fee along with a schedule of legally required updates moving forward, the implementation of a new budget and transparency system, development of a user-friendly and informative budget book, three master planned developments in Southport and several planned CFDs to be formed, deferred fiscal analysis and implementation of strategic money saving programs. It is clear that at a minimum, one Finance Analyst/Senior is needed to support the growing and already overwhelming needs in this division. Additionally, the single existing analyst performs nearly all of the department's procurement work, including dozens of solicitations, contracts and amendments annually while managing the City's on-call financial services contracts.

A new Finance Analyst/Sr. Analyst position is being recommended to support the implementation of the new budget system with the Finance Manager and Director input and guidance, and to manage the City's fee program, including several planned nexus studies, and to generally provide analytical support to the department and to the City in the area of budget and financial planning. This position will work alongside the manager to keep the standard workflow moving while implementing ways to increase efficiency in the budget process and strategically manage the City's fee program and other revenue generating programs. The addition of this position will allow the department to reinstate quarterly budget review meetings with departments to ensure better coordination and communication with departments and a shift to preventative conversations and budget planning rather than the reactive state we have been functioning within for years.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9054 5111 Position Salary/Benefits
Used Marc R (prorated for 25% of year, assuming April 1 start date.
$0.00 $53,046.00
104 9054 5258 Training/Conferences
Conference/training
$0.00 $5,000.00
104 9054 5574 Laptop., monitors
computer needs
$0.00 $5,000.00 Yes
104 9054 5571 Furniture
desk, chair, cubicle
$0.00 $5,000.00 Yes
510 Page 20 of 139
Total $0.00 $68,046.00
Section 3 - Detailed Information
Objectives/Need for Request:

As the city continues to grow and expand, the budget and financial planning function will be relied on more heavily.

Currently, we are in process of implementing a new budget and transparency system to increase the budget system functionality, transparency and reporting capabilities for both internal and external customers and stakeholders.

Additionally, the position would be tasked with streamlining and bringing together the multiple systems while keeping the workflow moving swiftly in order to support departments. The Finance Department has long been in reactionary mode. The overall goal is to become the service oriented department we are meant to be with sufficient staff capacity to better plan, collaborate with departments, and swiftly implement effective solutions to fiscal challenges.

Consequences of Not Funding:

Not funding this position will not only NOT improve the current condition and allow the Finance department to provide the service required and desired of it by its customers, it will push the department further behind and out unable to keep up with new legal requirements or manage the City's budget in a meaningful, strategic way. The Council and citizens require transparency and a user friendly budget book. The City deserves a finance department that can not only meet its needs, but be forward thinking and strategic in planning for the best fiscal outcomes and to ensure the ability to fund the City's needs in a fiscally responsible way. Not approving this position is in complete opposition to those requirements and desires and would be at a significant detriment to the City and its constituents.

Alternatives Considered:

The alternative to adding this position is to rely on contract support or to continue limping along with existing staffing levels. Unfortunately, contract work requires close management and staff involvement for fiscal matters. There simply is not sufficient capacity to be able to make much forward progress relying strictly on contract work and this comes at a significant cost with little overall benefit. To continue with existing staffing levels is also not a viable alternative, even for the short term given the new legal requirements and significant and growing workload. There is no viable alternative to adding this position.

Section 4 - Attachments
Attachment Attachment Description
Request HR Request
Job Description Position Description
511 Page 21 of 139
Budget Decision Package
$0.00
$56,477.00
$56,477.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00665
Status: Budget Review
Title: Accountant I
Department: Finance Priority: 2
Contact: Becky Robertson Phone: (916) 617-4584
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This proposal is to add a new Accountant I position in the accounting and audit division. With the addition of this position, the Finance Department will be able to better align appropriate positions and tasks. Overall the Finance Department is experiencing overload across all divisions. The accounting and audit division has experienced difficultly filling vacancies, significant expansion in the city's grant portfolio following the Covid pandemic, laborious FEMA disaster claims, time consuming Governmental Accounting Standards Board pronouncement implementations, general banking and purchase card transition, evaluating internal controls, and creating process documentation and improvements. Similarly, the revenue and collections division has encountered tenured staff retirements, oversight of an expanded parking program, general banking and merchant services transition, online bill pay and presentment, utility software upgrade, SB1383 implementation, and double the annual call volume since 2022. The addition of this Accountant I position will allow for centralization of accounting tasks that currently reside in the revenue/collections division, which will increase efficiency across those divisions and right-size workloads for all finance staff involved.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9051 5111 Accountant I Salary and Benefits
$150k annual costs. Anticipated start date is early April 2025, the requested amount is just for the last quarter of the fiscal year.
$0.00 $44,227.00
104 9051 5251 Office Expenses
This includes estimated costs for desk, chair, monitors, phone, laptop, etc.
$0.00 $10,000.00 Yes
104 9051 5258 Training/Travel
This is the associated training and travel in alignment with the allocation for the other staff in this division. $0.00 $2,000.00
104 9051 5256 Memberships

GFOA, CSMFO
$0.00 $250.00
Total $0.00 $56,477.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective with this request is to allow for better coverage and support to the various functions of the Finance Department and citywide.
512 Page 25 of 139
Consequences of Not Funding:

Additional accounting staff support will allow the accounting division to centralize the accounting functions, expand its capacity for oversight of grants, capital assets, Governmental Accounting Standards Board (GASB) pronouncements, centralization of accounting functions, cross-training, process documentation and process improvements and right-size workloads across multiple divisions. The consequences of not funding this positions will result in staff burnout as the addition of Measure O, IFD and EIFD bonds, and GASB pronouncements will need to be absorbed by already overloaded accounting staff. It will also continue delaying the accounting divisions' ability to complete Finance priorities in the accounting division area which include transitioning to a new financial transparency software, process documentation, cross-training, new ERP evaluation, RPA implementation, and a multi-year CIP project evaluation and close-out.

Alternatives Considered:

The alternative would be to not add the Accountant I position and wait for the results of the Finance Department assessment. However, this will result in staff burnout due to the already overloaded Finance staff as they continue to absorb additional work due to the possible addition of Measure O, upcoming IFD and EIFD bonds, and upcoming GASB pronouncements. Contract support has been considered, but it has been determined that the need for this support is ongoing and contractual services would be inefficient and significantly more expensive than hiring a full time employee.

Section 4 - Attachments
Attachment Attachment Description
New Position Request Form - Accountant IIINew Position Request Form - Accountant I-II 513 Page 26 of 139
Budget Decision Package
$0.00
$37,552.00
$37,552.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00679
Status: Budget Review
Title: Technical Support Specialist I/II/III for Data Services Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This decision package requests funding for a new Technical Support Specialist to assist the Data Services Manager.

While the City has made progress moving away from home-grown IT solutions that are fully coded by staff, there is an ongoing need for coding and data management work, including:
• Analysis and correction of errors that arise during the use of both in-house and third-party vendor applications. • Creation, monitoring, and maintenance of processes which transmit data between software applications. • Analysis, planning and implementation of upgrades to existing software development tools, such as ColdFusion and SQL Server.
• Providing support to City staff for data queries and processing, which supports data-driven decision making. • Creating new reports which use native reporting tools and data to replace older versions of the reports that are not easily maintained or modified.
• Working with City staff to identify new sources of data and create processes and reports to leverage the data to enhance and improve processes.
• Enhancing and maintaining Open Data sets to provide more transparency for City staff and the Community. • Implementing best practice security features in existing and new software applications Some of these operations seem mundane, but are critically important. For example, the City's ability to keep track of its funds and pay vendors and staff depend on transmitting data between software applications. Currently, the Data Services Manager is the only person in the City with the expertise necessary to conduct many of these operations. A new Technical Support Specialist would reduce the Data Services Manager's workload, improve turnaround times for key tasks, and provide for an interim data services function in the event that the Data Services Manager ever leaves the City.

The City's present dependence upon a single staff person for internal data services functions is untenable. In the event that the current Data Services Manager left the City, his particular skill set could not readily be reproduced by other IT staff, which could lead to impactful disruptions to key systems. Bringing a new staff person onboard to assist with this work will improve turnaround times for key Data Services projects, improve the City's resiliency and succession planning, and allow the Data Services Manager to invest more of his time in Smart City, Home Run, open data, and generally supporting the City's ability to make data-driven decisions, rather than constantly responding to data-related crises that only he can resolve.

Section 2 - Costs
514 Page 41 of 139
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9034 5111 New Technical Support Specialist for Data Services This is the top end for Technical Support Specialist II. If funding is approved, this hire would likely occur at
Technical Support Specialist I; however, it would be ideal to have some flexibility to hire at TSS II in case we
identify an amazing candidate.
$0.00 $34,052.00
104 9034 5240 One time expenses
Chair and related new equipment
$0.00 $3,500.00 Yes
Total $0.00 $37,552.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goals of this decision package are to reduce workload strain on the Data Services Manager; improve turnaround times for data services tickets; and improve the resiliency of the City's data services function by not depending entirely on a single individual staff person.

Consequences of Not Funding:

If this request is not funded, the City can continue with the status quo, under which the continued functionality of key software is dependent upon the skills of a single staff person. Less urgent requests for Data Services support, such as those related to the Home Run and Smart City initiatives, will continue to be delayed. In the event that the Data Services Manager leaves City employment, serious disruptions to the functionality of key systems, such as time entry, Finance Enterprise, or travel reimbursements could occur.

Alternatives Considered:

Staff considered contracting out for the necessary services; however, this approach has several serious drawbacks, including security risks associated with giving access to City systems to an outside vendor, and the impracticality of expecting outside consultants to develop sufficient understanding of internal City reporting needs to provide real time assistance in a crisis.

Section 4 - Attachments
Attachment Attachment Description
Position Request Form - Technical Support
Specialist I/II/III
Position request form
515 Page 42 of 139
Budget Decision Package
$0.00
$30,151.00
$30,151.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00680
Status: Budget Review
Title: MMS Program Technician
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
This position is dedicated to building out and maintaining the MMS system, currently in use by Public Works and Police and getting ready to expand to Parks.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
610 9650 5111 Program Technician I/II
This is an estimate of 3 months salary for the Program
Technician.
$0.00 $22,751.00
610 9650 5251 Program Technician I/II
This is the cost of a new laptop for this position
$0.00 $5,000.00 Yes
610 9650 5257 Program Technician I/II
This is the cost of the annual MMS subscription
$0.00 $400.00
610 9650 5258 Program Technician I/II
MMS Training
$0.00 $2,000.00
Total $0.00 $30,151.00
Section 3 - Detailed Information
Objectives/Need for Request:

The MMS system is a power piece of software, with applications that have not yet been tapped. Having a dedicated, trained person to deal with the day-to-day logistics and work to build and expand existing programs would increase the functionality and allow greater applications moving forward.

Consequences of Not Funding:

The City is currently reliant on two staff members who are not properly trained in the system and working with a consultant for all minor changes needed.

Alternatives Considered:

The City could continue funding the consultant to provide changes and updates.

Section 4 - Attachments
Attachment Attachment Description
Program Technician
516 Page 43 of 139
Budget Decision Package
$0.00
$330,500.00
$330,500.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00681
Status: Budget Review
Title: Maintenance Budget Increase for Public Works
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:

One Time Expenditure
After performing a projection based on first quarter expenditures and known upcoming costs, Public Works has determined that several Funds will require additional money to balance the budget at the end of the year Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9325 5212 Facilities Additional Funds
Increased need in tool replacement.
$0.00 $1,000.00
104 9325 5240 Facilities Additional Funds
No funds have been historically budgeted for this
expense; however, it has been determined that some
repairs best align with this object code.
$0.00 $13,000.00
104 9325 5241 Facilities Additional Funds
Increased HVAC repair and supply costs
$0.00 $45,000.00
104 9325 5245 Facilities Additional Funds
Increased costs for rental units as HVAC units go down
for repair.
$0.00 $45,000.00
104 9325 5310 Facilities Additional Funds
Yolo Solano Air Quality fees
$0.00 $1,500.00
104 9325 5990 Facilities Additional Funds
Based on the aging infrastructure throughout the City,
having additional contingency funds is necessary.
$0.00 $25,000.00
104 9326 5240 Fleet Additional Funds
Additional funds for heavy equipment maintenance.
$0.00 $7,500.00
201 9205 5240 Roads Additional Funds
The sweepers are both past their useful life and are
requiring significant costly recurring repair.
$0.00 $25,000.00
201 9205 5241 Roads Additional Funds
Additional landfill and sweeper related costs.
$0.00 $10,000.00
201 9210 5212 Roads Additional Funds
Several trucks need to have handheld power tools
replaced.
$0.00 $4,500.00
201 9210 5240 Roads Additional Funds
Several of the heavy equipment vehicles are slated for
tire repair, and we have incurred some significant repair costs
$0.00 $27,000.00
501 9410 5240 Sewer Additional Expenses
Various sewer equipment + fuel.
$0.00 $34,000.00
517 Page 44 of 139
501 9410 5245 Sewer Additional Expenses
Bobby says we'll need 2 more months at @~15.5k per
month with the Vactor (through December)
$0.00 $75,000.00
506 9610 5215 Water Treatment Plant Additional Funds
Uniform costs and boots
$0.00 $2,000.00
506 9611 5240 Water Distribution Additional Funds
Additional fuel and heavy equipment expenses
$0.00 $15,000.00
Total $0.00 $330,500.00
Section 3 - Detailed Information
Objectives/Need for Request:

To allow all Public Works funds to end FY 24/25 with a balanced budget due to the following: a significant amount of hand-held power tools needed to be replaced this year. Staff is also focusing more on road repair work which leads to an increased cost overall. This actually impacts water and sewer as well, because when they have to excavate to do line repairs they need to replace the asphalt when done. Fuel expenses experienced an increase this fiscal year.

Specifically for Facilities, the HVAC systems are aging and needing more frequent repairs. Additionally large pieces of equipment needed new tires and are more expensive than standard vehicle tires. For Sewer/Storm increases, the old Vactor truck was out of service receiving repairs so te department was renting one. The repairs were delayed and it was necessary to have additional expenses in the rental budget.

Consequences of Not Funding:

Core services will not be able to be provided
Alternatives Considered:

Minimum services could be implemented but would have a negative impact on City structures and services Section 4 - Attachments
518 Page 45 of 139
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-00682
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 March 2025. Original appropriation approved by Council on 07/20/2022 at $20,000 per month (Resolution 22-101). Requesting an additional 6 months of funds due to continued unforeseen delays.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9325 5245 City Hall HVAC Rental
$20,000/month for three additional months (April- June) or until project completion.
$0.00 $60,000.00 Yes
Total $0.00 $60,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Maintain temperature in City Hall.

Consequences of Not Funding:

Alternatives Considered:

None.

Section 4 - Attachments
519 Page 46 of 139
Budget Decision Package
$0.00
$49,981.00
$49,981.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00684
Status: Budget Review
Title: IT Specialist I/II
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This decision package requests a new IT Specialist I/II position. The IT Assessment has documented that the City is already understaffed relative to industry best practices. The City has limped along with this condition while avoiding major catastrophes; however, there are strong indications that demand for IT services is poised to substantially exceed supply. The arrival of Major League Baseball to West Sacramento will create additional public safety demands, along with a corresponding pull on IT resources. Multiple departments are either in the midst of, or are planning, major expansions to enterprise software applications such as Accela, the replacement for Sportsman, the new time entry system, and an upcoming new budgeting system, to name a few. Even if we continue to seek outside vendors to provide in-depth help desk support for those applications, we will still need an inside expert who can make corresponding adjustments to City servers, etc. to facilitate updates and problem fixes recommended by those vendors. That work requires the expertise associated with an IT Specialist level position. This one hire will not completely alleviate issues related to IT staffing shortfalls, but it will be a step in the right direction that buys some time to forestall a dramatic re-alignment of departmental expectations in terms of the timing of their desired IT projects.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9034 5111 IT Specialist I/II
This is the cost to hire a new IT Specialist I/II who would specialize in supporting enterprise software such as
Accela, the new time entry system, etc.
$0.00 $45,981.00
104 9034 5240 One time expenses
Chair and other new hire equipment
$0.00 $3,500.00 Yes
104 9034 5258 Training
Annual training budget
$0.00 $500.00
Total $0.00 $49,981.00
Section 3 - Detailed Information
Objectives/Need for Request:

The purpose of this position is to provide high level support for enterprise software such as Accela, or the new time entry solution, resulting in better utilization of these products, less downtime, and greater staff efficiency and effectiveness.

Consequences of Not Funding:

If this position is not funded, we will continue to use the staff at hand to address current needs as best we can.

However, in order to align departmental expectations with IT resources, it is likely that projects will need to be deferred or eliminated at a higher rate without this position.
520 Page 47 of 139
Alternatives Considered:

It is conceivable to hire consultants to do this work; however, staff does not recommend this approach because of the security issues associated with providing an outside vendor with the credentials to secure City systems.

Section 4 - Attachments
Attachment Attachment Description
Position Request Form - IT Specialist I/II position request form 521 Page 48 of 139
Budget Decision Package
$0.00
$27,951.00
$27,951.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00685
Status: Budget Review
Title: New Position - Program Technician
Department: Capital Projects Priority: 1
Contact: Ariana Adame Phone: (916) 617-4596
Mandatory: No
Section 1 - General Information
Strategic Plan:

City Facilities & Infrastructure Financing Strategy
Description:

Project Type:

Change to Existing Program/Service
The Program Technician - Permits and Contracts will support the Capital Projects Construction and Facilities Development Division Development (CPD) Division by assisting with work order creation for encroachment and inspection permits, as well as providing contract management support for an increased number of projects. This role is essential in ensuring smooth and compliant processes for permitting, inspection coordination, and contract administration as the city faces an influx of new projects. This position will play a key role in managing documentation, communicating with stakeholders, and helping to streamline workflows to keep projects on schedule.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
101 9652 5111 Funding For New Program Technician
This position Request a full-time Program Technician.

Funding request for 3 months. Will need full year of
funding for future fiscal years.
$0.00 $22,751.00
101 9652 5258 Training
Requesting funding to pay for conferences, trainings and seminars.
$0.00 $1,000.00
101 9652 5256 Membership Dues
Requesting to pay for industry association membership
dues.
$0.00 $500.00
101 9652 5239 Laptop
To purchase laptop for new employee.
$0.00 $3,000.00 Yes
101 9652 5215 PP&E- Vest, Hard hat, gloves & glasses; rain gear & boots
Required to provide safety equipment for all new
employees.
$0.00 $400.00 Yes
101 9652 5251 Office Chair
Requesting to purchase office chair.
$0.00 $300.00 Yes
Total $0.00 $27,951.00
522 Page 49 of 139
Section 3 - Detailed Information
Objectives/Need for Request:

Key Responsibilities:

Work Order Creation and Permit Support:

Assist in creating, tracking, and managing work orders for encroachment and inspection permits required for construction and development projects.

Coordinate with city departments to obtain necessary approvals and ensure all documentation is complete and compliant with local codes.

Track permit timelines, notify relevant teams of expiration dates, and follow up with stakeholders to resolve permitrelated issues.

Contract Assistance and Documentation:

Provide administrative support in the preparation, review, and processing of contracts associated with city projects.

Maintain accurate contract records and files, ensuring all documentation is up-to-date and accessible.

Track contract milestones and deadlines, assisting in contract renewals, extensions, and amendments as needed.

Compliance Monitoring and Quality Control:

Assist in verifying that all work orders, permits, and contracts adhere to city policies and legal standards.

Track permit and contract compliance throughout the project lifecycle, supporting Construction Inspection Manager in identifying and resolving non-compliance issues.

Help prepare reports on permitting and contract statuses for review by project teams and senior management.

Data Management and Reporting:

Maintain databases or tracking systems for work orders, permits, and contracts, ensuring data is accurate and accessible for reporting purposes.

Generate regular reports on permit and contract statuses, key milestones, and upcoming deadlines to assist with project planning and prioritization.

Develop standardized templates for work orders, permits, and contracts to improve efficiency and consistency across projects.

Consequences of Not Funding:

Failure to fund the new Program Technician 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:

Section 4 - Attachments
Attachment Attachment Description
Job Description Program Tech
New Position Request Form
523 Page 50 of 139
Budget Decision Package
$0.00
$57,211.00
$57,211.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00688
Status: Budget Review
Title: GIS Supervisor
Department: City Manager's Office Priority: 2
Contact: Jon Robinson Phone: (916) 617-4511
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This decision package requests a new position, GIS Supervisor. The current organizational model includes staff in multiple departments who focus on different aspects of GIS, which is creating frustration, confusion, and inefficiency.

This new position is intended to oversee a centralized GIS function that would incorporate both the existing IT staff responsible for maintaining the City's GIS infrastructure, along with the GIS power users currently located in Capital Projects. New specialized GIS staff attending to the GIS needs of other departments would also be operationally managed by this new management position, which would report to the IT Director.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9034 5111 Salary
Salary
$0.00 $52,711.00
104 9034 5258 Travel/Training/Meals
Travel, training, meals
$0.00 $1,000.00
104 9034 5258 One-Time Implementation Cost
Computer, chair
$0.00 $3,500.00 Yes
Total $0.00 $57,211.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of this new position is to eliminate the frustration, angst, confusion and inefficiency associated with the current disbursed model of GIS administration.

Consequences of Not Funding:

If this request is not funded, it will likely be necessary to continue with the current, and demonstrably failing, model of disbursed GIS administration across multiple departments.

Alternatives Considered:

The proposed solution is the only logical approach to addressing the confusion and disquietude that is resulting from having GIS staff with substantially similar job duties and skills disbursed across multiple departments.

Section 4 - Attachments
Attachment Attachment Description
Position Request Form - GIS Supervisor Request form for GIS Supervisor 524 Page 51 of 139
Budget Decision Package
$0.00
$35,000.00
$35,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00689
Status: Budget Review
Title: Office Space
Department: Capital Projects Priority: 1
Contact: Ariana Adame Phone: (916) 617-4596
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
To support the integration of new employees and enhance operational efficiency, funding is being requested to create office space that meets workspace and file storage needs. The proposed space will accommodate individual workstations and provide file storage and secure document disposal. This setup is essential for maintaining an organized and compliant work environment.

The funding will cover the purchase of necessary furniture, including modular cubicle walls, ergonomic desks, and chairs to ensure a comfortable and productive workspace. Additionally, it will support the file storage and/or document disposal based on the City's retention policy. The proposal is to empty a current storage room and convert it into workstations for the new employees. The funding request remains the same whether one or all new employee requests are funded.

The current office space is insufficient to accommodate our growing team and existing file management needs. By creating a well-structured and adequately furnished workspace, we aim to enhance employee productivity, improve organization, and ensure the secure handling of sensitive documents.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
101 9651 5520 New Workstations
The funds will be used to scan documents, remove items
from the identified space, provide/install technology
related connections, installation of cubicle walls/desks, and other minor improvements needed to ensure a safe
environment.
$0.00 $35,000.00 Yes
Total $0.00 $35,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

To create a well-organized and functional workspace for new employees and streamline file storage and disposal processes, ensuring a productive and compliant work environment. 525 Page 52 of 139
Consequences of Not Funding:

The consequences of not funding this request could significantly impact the organization’s operations and employee productivity. These include:

Overcrowded Workspace: Without additional space, current office conditions may become cramped, leading to discomfort and reduced productivity among employees. This could hinder collaboration and team effectiveness.

Inefficient File Management: Without proper storage solutions, physical files may accumulate in an unorganized manner, increasing the risk of misplacement or damage to important documents. A lack of secure disposal systems could also lead to compliance risks regarding data security and confidentiality.

Reduced Employee Morale: Working in a poorly organized and overcrowded environment can lower employee morale and satisfaction, potentially leading to higher turnover rates and difficulty attracting top talent.

Operational Inefficiency: Insufficient workspace and inadequate file management systems could disrupt daily operations, causing delays in accessing information and impacting overall efficiency.

Compliance and Security Risks: Inadequate storage and disposal facilities could expose the organization to risks of non-compliance with legal or regulatory requirements related to document retention and disposal. This may result in fines or reputational damage.

Alternatives Considered:

If the requested funding is not approved, several alternatives could be considered to address workspace and file storage needs. One option is to implement remote work policies, reducing the need for physical office space while investing in virtual collaboration tools and secure remote access systems. Another approach is hot-desking, where employees share workstations on a rotational basis, though this may compromise privacy and stability. Off-site file storage could free up space but may incur ongoing costs and delay access to documents. Alternatively, transitioning to digital files through a comprehensive digitization effort could eliminate the need for physical storage, though it requires upfront investment. Renting co-working space is another flexible, short-term solution that avoids long-term lease commitments. Finally, reorganizing the current office layout to maximize space utilization may offer temporary relief but could result in other inefficiencies. Each alternative has its own trade-offs, and a cost-benefit analysis is essential to determine the most viable option.

Section 4 - Attachments
526 Page 53 of 139
Budget Decision Package
$0.00
$202,839.00
$202,839.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00690
Status: Budget Review
Title: Parks Improvement Project
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:

Core Services/Operations Functions Growth & Funding
Description:

Project Type:

One Time Expenditure
City Parks have various maintenance needs, such as addressing trip hazards in softscapes, mitigating invasive plant species, renovating compacted turf, and replacing dead or missing shrubs. Funding for this work will allow a contractor to complete these tasks, enabling park maintenance staff to concentrate on their ongoing responsibilities. This is a one -time request while the Parks Operations staff is able to hire additional personnel that will eventually take over these duties.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
107 9520 5261 Parks Improvement Projects
Funding is essential to address critical maintenance
issues that pose safety risks and diminish the overall
quality of city parks.
$0.00 $202,839.00 Yes
Total $0.00 $202,839.00
Section 3 - Detailed Information
Objectives/Need for Request:

Enhancing safety, accessibility, restoring park aesthetics, implementing sustainable practices, and utilizing contracted services for efficient maintenance while we hire additional staff.

Consequences of Not Funding:

1. Safety and Accessibility Risks: Neglecting maintenance could lead to increased accidents, restricted access, and reduced safety for park visitors.

2. Deteriorating Park Quality and Community Impact: Lack of funding may result in declining park conditions, overwhelming staff, and diminished community engagement due to less inviting public spaces.

Alternatives Considered:

Alternatives considered include:

1. Continue with current park maintenance strategies and wait for the required park Maintenace personnel in order to complete the work.

2. Partial funding could target half of the needed work, then wait for additional staff.

3. Volunteer programs or public -private sponsorships. This alternative is not recommended because the Parks department does not have the staff to adequately manage either type of program.

Section 4 - Attachments
527 Page 54 of 139
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-00699
Status: Budget Review
Title: Sustainability Outreach and Enforcement Analyst
Department: Community Development Priority: 2
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:

Climate Action Plan Implementation
Description:

Project Type:

Change to Existing Program/Service
The Sustainability Outreach and Enforcement Administrative Analyst position is necessary to comply with existing and upcoming regulations. Many regulations, like SB1383, AB1668 and SB606, as well as the MS4 Permit, require extensive and continuous outreach. Existing staff is not sufficient to adequately handle the increasing amount of outreach required for compliance. Additionally, in-person outreach is key to success within the Sustainability field. A dedicated staff member would ensure greater contact with residents and businesses, increasing adoption of new programs.

While this position could be considered at the Program Technician level, the Program Technician simply implements programs, whereas an Administrative Analyst develops and implements programs. This new position must have a higher level of responsibility when it comes to outreach and enforcement. Program technicians are not expected to resolve concerns with the general public or provide presentations in compliance with the job description. An outreach and enforcement person must be expected to work with the public; a feature of the Administrative Analyst position. In addition, this position will have the responsibility of administering code violations. This person will not only work with the public, they will also work across departments to coordinate events and possibly provide updates to large entities on sustainability best practices. The focus and scope of work, therefore, is far beyond that of a Program Technician.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
653 9661 5111 Sustainability Outreach and Enforcement Analyst Compliance with state regulations and increase in
climate change mitigation.
$0.00 $15,000.00
653 9661 5251 Equipment
New EE equip.
$0.00 $5,000.00 Yes
Total $0.00 $20,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

This position would perform outreach at City-sponsored events and other events in the area, conduct mandatory regulatory inspections based on state standards, respond to investigation requests related to water waste and illicit discharge to the storm drain system, manage social media platforms, manage paper outreach materials and manage division website. Develop and execute on public education and outreach plans, especially after the City's CAP is adopted and implementation begins.
528 Page 58 of 139
Consequences of Not Funding:

Without funding for an Administrative Analyst focused on sustainability, public outreach, education, and enforcement, the City would face significant challenges in advancing its environmental and sustainability goals as adopted in the Climate Action Plan (CAP). The absence of this role would limit the City’s ability to effectively engage the public on critical initiatives, reducing awareness and participation in sustainability programs. Public outreach and educational efforts, essential for fostering community support and behavior change, would likely suffer, resulting in lower program adoption rates. Additionally, without dedicated support for enforcement, sustainability policies and ordinances may lack consistent compliance, diminishing the effectiveness of these measures and potentially increasing environmental impacts. Ultimately, the absence of this role would hinder the City’s capacity to meet its sustainability targets, create meaningful community partnerships, and respond proactively to environmental challenges, jeopardizing long-term goals for a greener, more resilient community.

Alternatives Considered:

Sharing these duties among existing staff is the only alternative. However, once the CAP is adopted and implementation is expected in early 2025, implementation expectations may not be met considering the existing workloads and competing priorities among Sustainability staff.

Section 4 - Attachments
Attachment Attachment Description
Sustainability Outreach and Enforcement
Analyst
New Position Request Form
529 Page 59 of 139
Budget Decision Package
$0.00
$114,895.00
$114,895.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00712
Status: Budget Review
Title: HomeKey Stationary Engineer
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:

Change to Existing Program/Service
With the addition of additional properties and to ensure, all areas of maintenance can be addressed, a Stationary Engineer is needed. This stationary engineer will be paid out of the established HomeKey GL codes and will have an assigned Utility Van and tools the same as the existing position. This position will report to the determined HomeKey property and follow the same reporting structure as the current Stationary Engineer position.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
218 9810 5111 HomeKey Stationary Engineer
Actual salary to be determined. Also, coded under
Measure O but may be better suited to 110-9019 or 218-
9810, or a new cost center for the new motels.
$0.00 $37,895.00
110 9810 5572 HomeKey Stationary Engineer
Enclosed van for service. Also, coded under Measure O
but may be better suited to 110-9019 or 218-9810, or a
new cost center for the new motels.
$0.00 $75,000.00 Yes
218 9810 5257 HomeKey Stationary Engineer
Ipad. Also, coded under Measure O but may be better
suited to 110-9019 or 218-9810, or a new cost center for the new motels.
$0.00 $2,000.00 Yes
Total $0.00 $114,895.00
Section 3 - Detailed Information
Objectives/Need for Request:

HVAC and facilities maintenance work
Consequences of Not Funding:

One single position is not capable of performing maintenance and repair on all four properties. If this position is not funded, minor repairs will fall into major repairs with a greater overall cost, including needing to contract out.

Alternatives Considered:

The HomeKey program could utilize contractors for repairs.

Section 4 - Attachments
Attachment Attachment Description
HomeKey Stationary Engineer
530 Page 67 of 139
Budget Decision Package
$0.00
$210,000.00
$210,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00713
Status: Budget Review
Title: Fleet Vehicle and Equipment Replacements
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:

One Time Expenditure
The City's fleet is aging and requiring additional costly repairs. Public Works is proposing a 5-year fleet replacement schedule.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9326 5575 Forklift 2112 Replacement (97 Hyster)
The 1997 Hyster forklift will be replaced with a similar battery operated model.
$0.00 $75,000.00 Yes
104 9326 5572 Vehicle IT-01 Replacement (04 Ford E150)
The 2004 Ford E150 van will be replaced with a similar
but electric transit-style van.
$0.00 $75,000.00 Yes
104 9326 5572 Pool Vehicle Replacement
In 2022 a pool vehicle (2002 Ford Escape) was removed
from the fleet but was not replaced as staff was
attempting to determine the best replacement option.

This vehicle will be replaced with a similar sized electric passenger vehicle.
$0.00 $60,000.00 Yes
Total $0.00 $210,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

To move the fleet into compliance with State and Federal regulations as well as maintain a 7-10 year useful life cycle for all vehicles.

Consequences of Not Funding:

The vehicles will continue to incur significant repairs.

Alternatives Considered:

Not purchasing replacement vehicles.

Section 4 - Attachments
531 Page 68 of 139
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-00714
Status: Budget Review
Title: Facilities Vehicle Replacement
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:

One Time Expenditure
The City's fleet is aging and requiring additional costly repairs. Public Works is proposing a 5-year fleet replacement schedule.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9325 5572 Vehicle 504 Replacement (05 Dodge Ram)
The 2005 Dodge Ram truck with a service body will be
replaced with an Electric truck with a long-range battery. $0.00 $150,000.00 Yes
Total $0.00 $150,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

To move the fleet into compliance with State and Federal regulations as well as maintain a 7-10 year useful life cycle for all vehicles.

Consequences of Not Funding:

The vehicles will continue to incur significant repairs.

Alternatives Considered:

Not purchasing replacement vehicles.

Section 4 - Attachments
532 Page 69 of 139
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-00725
Status: Budget Review
Title: Pre-Approved Accessory Dwelling Unit (ADU) Plans Department: Community Development Priority: 3
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
This budget request would pay for an architect to develop a variety of preapproved Accessory Dwelling Unit (ADU) plans that could be offered to residents at no cost. Housing is becoming increasingly unaffordable across all income levels due to high demand and lack of supply of all housing types, particularly affordable housing. ADUs are a part of the housing solution in West Sacramento by increasing our housing stock with a more naturally affordable housing type. ADUs are already permitted and can be located in all of the residentially zoned parts of the City. Providing standardized construction plans that are preapproved by the City enables the fastest, lowest-cost permit process for our residents. Offering pre-approved ADU plans is a program offered by various other local jurisdictions to residents in their communities.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9311 5261 Professional Services (Consultant Contract) To kickstart the project, approximately $5,000 in funding would be needed for the 24/25 FY, with an additional
$15,000 needed in FY 25/26 and potentially FY 26/27.

These funds would support a contract with a construction plans consultant to create the ADU plans.
$0.00 $5,000.00 Yes
Total $0.00 $5,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

This program will provide free to use preapproved accessory dwelling unit building plans for residents to use for their projects. It will facilitate additional ADU housing stock which provides affordable housing in the city. Offering preapproved plans could also reduce turnaround times in the permitting process for these types of housing units by creating a smoother, less complex process. A quicker process would also lead to a better customer service experience for City residents
Consequences of Not Funding:

Without funding this project, the amount of ADUs built each year could remain constant or decrease. Increasing available housing in the City meets local and state needs in offering various, affordable housing options.

Alternatives Considered:

N/A
Section 4 - Attachments
533 Page 78 of 139
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-00726
Status: Budget Review
Title: Public Meeting and Community Outreach Translation Services Department: City Manager's Office Priority: 3
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
As part of the City's continuing effort to reach all members of the community and encourage participation at city meetings and programs the City should strive to make available easy to use translation services at city functions.

The Wordly.ai translation software enables meeting and event attendees to read live captions or listen to audio translated into over 30 languages. Participants can use their own computer or mobile device. No human interpreters or special equipment is required.

This decision package requests $20,000 to subscribe to the platform and purchase 150 hours of translation time to use as a pilot project. If successful, the City Clerk's Office will request additional funds for the 2025/26 budget to purchase additional translation hours to continue offering translation services.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9022 5250 Wordly AI Software
To subscribe to translation software and provide
translation services at public meetings and city events. $0.00 $20,000.00 Yes
Total $0.00 $20,000.00
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 members help support their participation in the City's civic life.

Consequences of Not Funding:

If this decision package is left unfunded, the City would continue to rely on City staff to help provide translation assistance as meetings. Interested attendees must contact the City Clerk's Office, or host Department for other community events, 72 hours prior to a public meeting so those service may be arranged.

Alternatives Considered:

Alternatives include utilizing City staff who have been approved to provide translation services, who may not always be available, or to contract with live translation services, which is very costly.

Section 4 - Attachments
534 Page 79 of 139
Budget Decision Package
$0.00
$700.00
$700.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00727
Status: Budget Review
Title: Safety Clothing & Supplies Expense Budget Increase Department: Community Development Priority: 3
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
There are currently three full-time budgeted positions in the Building Division that can perform building permit inspections for the City. These positions include a Senior Building Inspector (1 FTE), a Building Inspector I (1 0.50 Inspector /0.50 Plans Examiner FTE), and a vacant Building Inspector I/II/Senior (1 FTE) that is currently in recruitment.

Inspectors require specialized safety equipment to conduct inspections out in the field, including boots, hard hats, safety vests, and other supplies. Existing budget allowed only $200.00 per Fiscal Year to provide these necessary safety items to all inspection staff, which divides out to approximately $66.00 per staff person, per Fiscal Year, to cover the equipment, which is far under the amount needed. With the initiative to continue to bring building inspectors as fulltime City staff positions, rather than through consulting firms, the need for safety equipment is even more necessary.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9315 5215 Safety Clothing/Supplies
The current budget is $200.00 for Fiscal Year 24/25. This budget request would add an additional $700.00 to
provide $300.00 per building inspection position (3 FTE) to cover boots, hard had, safety vest, etc.
$0.00 $700.00
Total $0.00 $700.00
Section 3 - Detailed Information
Objectives/Need for Request:

By approving this decision package, inspectors would receive the necessary equipment needed to perform life and safety inspections on construction projects.

Consequences of Not Funding:

Without funding, building inspection staff would continue to potentially occupy job sites for inspections without proper safety equipment, or would need to purchase equipment out of their own personal funds, potentially jeopardizing them conducting them without needed safety equipment.

Alternatives Considered:

N/A
Section 4 - Attachments
535 Page 80 of 139
Budget Decision Package
$0.00
$43,154.00
$43,154.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00728
Status: Budget Review
Title: Information Technology Specialist I/II position
Department: Community Development Priority: 2
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:

Municipal Workforce & Management Diversity
Description:

Project Type:

Information Technology Project
The Community Development Department seeks funding to hire an Information Technology Specialist I/II position in the Information Technology Division of the CMO. The position would be primarily dedicated to the needs of CDD, focusing on Geographic Information Systems (GIS). This dedicated position would enhance our ability to effectively manage, analyze, and present spatial data critical to planning, sustainability, transportation and mobility, and infrastructure projects. The position would also provide GIS support on developing and maintaining the Interactive Development Map, which would provide the public with an at-a-glance look at current project status. The GIS Specialist will support decision-making processes, improve inter-departmental data sharing, and enhance service delivery to residents by enabling precise and efficient data-driven approaches.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9310 5111 IT Specialist (GIS) in IT Department, dedicated to CDD Position necessary to help address Council priority to
enhance Development Services. In addition, the position is necessary to complete the transition of all street
addressing and traffic engineering functions from Capital Projects..
$0.00 $30,654.00
650 9310 5250 GIS Software to support new position
Setup costs for GIS position dedicated to CDD but being managed by IT.
$0.00 $9,000.00 Yes
650 9310 5257 GIS Software
subscription costs for GIS software
$0.00 $3,500.00
Total $0.00 $43,154.00
536 Page 81 of 139
Section 3 - Detailed Information
Objectives/Need for Request:

Enhanced Data Management: The GIS Specialist would centralize and maintain all geospatial data relevant to the Community Development Department. By standardizing data management practices, they would improve data quality, reduce redundancy, and ensure that up-to-date information is available to all relevant departments.

Improved Project Planning and Analysis: The position would facilitate advanced spatial analysis for environmental assessments, zoning updates, infrastructure projects, and more. GIS-based analyses are essential for understanding spatial patterns, modeling potential impacts, and evaluating alternatives.

Objectively, CDD should be a power user of GIS services. Our primary functions directly relate to land management and data associated with the development of land throughout the City. However, we have had great difficulty in obtaining the necessary data that we have needed to assist us in our work, and in our efforts to increase transparency with the public. In the current environment, we are unable to obtain the services we need on a daily basis.

At a high level, the objectives of the new GIS/IT Specialist I/II position that would have a primary focus on CDD needs are:

Increased Efficiency: A dedicated GIS Specialist would allow other staff members to focus on their primary duties without diverting time and resources to ad-hoc GIS work. This shift would increase efficiency across the department, enabling quicker responses to inquiries and analyses related to development projects and city planning.

Enhanced Public Engagement: GIS maps and visualizations are valuable tools for communicating complex data to the public. A GIS Specialist could create interactive maps and user-friendly visualizations to improve public understanding of development projects, zoning changes, and community initiatives.

Consequences of Not Funding:

Data Inconsistency and Inefficiency: Without a dedicated GIS Specialist, staff may rely on outdated or incomplete spatial data, increasing the risk of errors in planning and development. Inconsistent data management could hinder the city’s ability to make fully informed decisions.

Limited Analytical Capacity: The lack of a GIS Specialist would limit the department’s ability to conduct in-depth spatial analyses, affecting the quality of environmental assessments, economic impact studies, and infrastructure planning.

This constraint could lead to delays or suboptimal decisions.

Increased Workload on Existing Staff: Current staff members, who may not be trained in GIS, would need to take on additional GIS responsibilities, diverting time from their primary roles. This situation may lead to burnout and reduce overall departmental efficiency.

Reduced Public Engagement: Without professional GIS visualizations and data analysis, public outreach may suffer, potentially leading to lower engagement and understanding among residents regarding key projects and changes within the city.
537 Page 82 of 139
Alternatives Considered:

Some alternatives that could be considered include:

Part-Time or Contract GIS Specialist: Hiring a part-time or contract GIS professional could reduce costs while providing periodic GIS support. However, this approach may limit the availability and responsiveness of GIS services, especially during peak project times.

Cross-Departmental GIS Sharing: Leveraging GIS resources from other departments, such as Economic Development and Housing, might cover some needs, though it could strain their resources and may not provide the level of expertise or immediacy required by Community Development.

GIS Training for Existing Staff: Training current employees in GIS skills could provide a partial solution. However, it may not match the efficiency and expertise of a dedicated specialist and could increase workload pressures on already-busy staff members.

In conclusion, a GIS Specialist is a strategic investment for enhancing the Community Development Department’s ability to make informed, data-driven decisions, engage the public, and improve overall service quality. While alternatives may offer short-term relief, they may not fully address the department’s needs for specialized and consistent GIS expertise.

Section 4 - Attachments
Attachment Attachment Description
IT Specialist I/II (GIS)
538 Page 83 of 139
Budget Decision Package
$0.00
$35,322.00
$35,322.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00729
Status: Budget Review
Title: New Position- IT Specialist I/II (ACCELA) in IT Department Department: Community Development Priority: 1
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:

Core Services/Operations Functions Growth & Funding
Description:

Project Type:

Information Technology Project
The Community Development Department is undergoing significant transformation and modernization, including the integration of digital tools for efficient permit processing, code enforcement, development review, business licensing and other services. ACCELA serves as the primary platform supporting these functions. However, without a dedicated IT Specialist I/II, the Department struggles to optimize and expand its use of ACCELA to its full potential. The role of an IT Specialist I/II would involve managing, customizing, and enhancing ACCELA configurations to streamline workflows, ensuring a smoother user experience for both staff and residents, and enabling timely responses to development demands.

Conclusion:

The Community Development Department would benefit significantly from a dedicated IT Specialist I/II position to maintain and enhance ACCELA’s functionalities, contributing to efficient and effective city operations.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9310 5111 IT Specialist I/II Position (ACCELA) in IT Department The City has long suffered from a lack of efficient,
effective support from the City's current Accela
consultant team. Critically-important projects have often taken years to complete, and large-scale modernization
and upgrades will increase utilization of Accela by the public and staff and will reduce our reliance on
consultants.

This amount for FY 24/25 represents a prorate of the
annual salary for this position, which includes overhead. $0.00 $30,654.00
104 9034 5574 Office Supplies/Equipment Required for New Employee/Position
One-time IT related equipment and software purchases
for new position including laptop, software licenses
(Adobe Acrobat, Bluebeam, 8x8 phone system, and
Office 365), and desk phone
$0.00 $4,668.00 Yes
Total $0.00 $35,322.00
539 Page 84 of 139
Section 3 - Detailed Information
Objectives/Need for Request:

Currently, the City hires an outside consultant, IKC, to work on Accela-related problems, tech support requests, and larger initiatives. Although the City has budget to fund IKC in making critically-important improvements to the current system, IKC has been slow to work on the large-scale projects. Instead, IKC has been historically responding to the smaller, more "tech support" problems. Meanwhile, our business license functionality, for example, still is very staffintensive - unnecessarily so. Hiring an in-house program developer with a specialty in ACCELA will reduce the City's over-reliance on IKC and will produce necessary results where ACCELA is broken.

Some key responsibilities for the IT Specialist I/II include:

Customizing and maintaining ACCELA’s configuration to create efficiencies, cure long-standing problems that create inefficiencies.

Troubleshooting and addressing user issues promptly to avoid service interruptions.

Implementing new modules to support evolving community needs.

Training staff and providing ongoing technical support for ACCELA-related processes.

Enhancing data reporting and analytics capabilities to support informed decision-making.

Consequences of Not Funding:

Without this position, the Community Development Department may face:

Reduced Efficiency and Delays: Staff will spend more time on manual workarounds or troubleshooting issues, impacting permit processing times and frustrating stakeholders.

Increased User Errors: Without a dedicated specialist to manage the system, frequent errors could lead to inaccuracies in processing permits and inspections, compromising service quality.

Limited Expansion of Services: Any upgrades or new modules that enhance functionality would be delayed, hindering the department's ability to meet community needs.

Inability to Address User Feedback: Staff may not be able to adequately implement feedback for system improvements, resulting in a platform that does not fully meet end-user needs.

Inefficiencies in Resource Allocation: Existing staff may be pulled away from core duties to address ACCELA issues, impacting overall productivity and performance.

Alternatives Considered:

Status Quo - Contracted Support Services: Continue relying 100% on IKC, for periodic ACCELA support and updates.

This could address specific needs but will continue to hinder fixing insufficient services and would not provide the level of responsiveness and customization available with an in-house dedicated technical expert.

Self-Training Programs: Invest in advanced training for current staff on ACCELA’s basic configurations and troubleshooting. This could help reduce reliance on IKC, although it would not fully replace the expertise a IT Specialist I/II would provide - nor would it fill the immediate need for significant support.

Section 4 - Attachments
Attachment Attachment Description
Applications Developer (ACCELA) in IT
Department
An Applications Developer with a specialty in ACCELA would need sound project management and technical experience. This position would be responsible for providing complex innovative permitting solutions to enhance processes throughout the organization but specifically Community Development. This is a highly technical level position operating in a fast-paced environment, and is responsible for the development, configuration, and technical support efforts for managing the cloud hosted ACCELA System. This position supports new enhancements and system/data reporting requirements and makes recommendations for implementing new system modules to better support the organization's mission. This position could also support the implementation of several large technology initiatives and projects that are aligned with the City’s overall IT Strategy.
540 Page 85 of 139
Budget Decision Package
$0.00
$140,000.00
$140,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00730
Status: Budget Review
Title: Generator Replacement - Storm
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
The Storm division provides City-wide support and infrastructure services. Current generator is past its useful life. In the event of a storm, the current generator could fail. In an emergency situation this can leave pump stations inoperable.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
215 9230 5575 Equipment 331 - 1999 Kohler Generator Replacement This is a 15KW portable generator
$0.00 $140,000.00 Yes
105 9910 5950 tsfr out
tsfr out
$0.00 $140,000.00 Yes
215 9230 4990 tsfr in
tsfr in
$0.00 ($140,000.00) Yes
Total $0.00 $140,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

To replace a 1999 Kohler Generator that is used to backup Storm Pump stations.

Consequences of Not Funding:

The generator is past its useful life and could fail.

Alternatives Considered:

None
Section 4 - Attachments
541 Page 86 of 139
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-00734
Status: Budget Review
Title: Annual Zoning Code Updates
Department: Community Development Priority: 1
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
This budget request would fund staff time to take omnibus zoning code amendments to the Planning Commission and City Council on an annual basis. During the year, staff identify zoning code requirements that may need further refinement after applying them to real-world development projects and discussing with applicants. Additionally new planning and zoning laws are frequently signed by the Governor that need to be included in the Zoning Code.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9311 5199 Staff Time Needed to Update Zoning Code
Requesting $5,000 for initial FY 24/25 staff time
necessary to complete needed Zoning Code updates.
$0.00 $5,000.00
Total $0.00 $5,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to continue to create refinement of the City’s zoning code to make it easier to understand for the development community and residents.

Consequences of Not Funding:

Without frequently needed updates, the zoning code may be inconsistent with state requirements and also not as clear for residents and/or City staff, and the development and business community.

Alternatives Considered:

Not moving forward with omnibus code updates on a yearly basis, thus costing more.

Section 4 - Attachments
542 Page 88 of 139
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-00735
Status: Budget Review
Title: Citywide Objective Design Standards
Department: Community Development Priority: 2
Contact: Katie Rodgers Phone: (916) 617-4710
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
This budget request would fund the hiring of a consultant to prepare citywide objective design standards that would apply to all new development and major renovations of existing development. These objective standards would elevate the quality and design of new development projects to match residents' expectations and would also provide clarity to builders so there is more certainty in the review process by the City.

The City has existing detailed design guidelines for new development along the West Capitol Avenue corridor, in the Bridge District and Washington District Specific Plans and in Southport. The Zoning Code also includes design requirements although to lesser degree than those specific areas. However, many of these design requirements are outdated and also subjective.

Increasingly, the California legislature has enacted housing production laws to provide a streamlined ministerial approval process, “by right” processing, and similar streamlined project entitlements for multi-unit housing projects and requiring these projects to be reviewed using only objective standards and not subjective standards. Objective standards are defined in state legislation as “…involving no personal or subjective judgment by a public official” and “…standards that are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant or proponent and the public official prior to submittal.” The City cannot apply new design standards to housing development projects that were adopted on or after January 1, 2020, unless the design standards meet the state law definition of “objective standards.” Additionally, the Housing Accountability Act (Government Code §65589.5) establishes the state’s overarching policy that a local government may not deny, reduce the density of, or make infeasible housing development projects that are consistent with objective standards unless the City can make written findings that a specific, adverse health or safety impact exists that cannot otherwise be mitigated.

Citywide objective design standards would supplement existing standards throughout the city and provide objective design standards in areas of the city not subject to an existing design review overlay.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9311 5261 Professional Services (Consultant Contract) Request of budget of $100,000 will be to hire a
consultant to develop the guidelines.
$0.00 $150,000.00 Yes
Total $0.00 $150,000.00
543 Page 89 of 139
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of this decision package is to provide funding for the City to hire a consultant to prepare citywide objective design standards.

Consequences of Not Funding:

If not funded, the City is at risk of not being able to impose design standards on new housing development projects that are submitted under SB330.

Alternatives Considered:

No alternatives have been considered.

Section 4 - Attachments
544 Page 90 of 139
Budget Decision Package
$0.00
$55,000.00
$55,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00739
Status: Budget Review
Title: Water Meter Base Station Replacement
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:

One Time Expenditure
The City uses base stations to transmit readings from water meters throughout the City. One of the base stations has reached the end of its useful life and will no longer be supported. In addition, this unit has been failing slowly and staff has noticed that the batteries it uses are becoming obsolete and harder to acquire as well as not lasting as long before needing to be replaced. Maintaining digitally read meters saves staff time from manual reads.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
506 9611 5575 FlexNet M420D Base Station
The cost for the base station and installation (plug-andplay) has been provided. The quote does not include potential shipping costs or other minor adjustments that may be required.
$0.00 $55,000.00 Yes
Total $0.00 $55,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Installing a new base station will ensure that meters will continue to be able to be digitally read. It will also ensure that the base station remains capable of being updated.

Consequences of Not Funding:

If the base station should fail, approximately 18,000 meters will need to be read by hand until it can be replaced.

Alternatives Considered:

None at this time.

Section 4 - Attachments
Attachment Attachment Description
Quote
EOL Notification
545 Page 91 of 139
Budget Decision Package
$0.00
$35,654.00
$35,654.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00741
Status: Budget Review
Title: Administrative Analyst Position
Department: Economic Development & Housing Priority: 2
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:

Core Services/Operations Functions Growth & Funding
Description:

Project Type:

New Program/Initiative
In an effort to keep pace with the growing number of contracts and additional procurement requirements, this new position will provide procurement, contracting, budget and grant administration support to the entire EDH Department. General duties include assisting with solicitations, completing procurement processing documentation, review and processing of contracts, tracking contract budgets, insurance and contact information, grant application assistance, grant administration and reporting.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
106 9020 5111 Salary
Partial year salary
$0.00 $30,654.00
106 9020 5251 Equipment
equipment/license for new employee
$0.00 $5,000.00 Yes
Total $0.00 $35,654.00
Section 3 - Detailed Information
Objectives/Need for Request:

Create efficiencies with procurement and contracting processes to support implementing high-priority projects and programs, as well as assist other department staff with grant applications and grant award administration and reporting to support leveraging public resources.

Consequences of Not Funding:

Delayed procurement and contracting resulting in project and program delays, redirecting staff time and resources away from other high priority projects and impacts to customer service for projects and programs providing direct benefits to residents and businesses.

Alternatives Considered:

Redirecting other existing positions to help accomplish this work. With the increase in volume of contract work, as well as procurement requirements, this will impact the progress of other high-priority projects and programs.

Section 4 - Attachments
Attachment Attachment Description
New Position Request New Position Requet
546 Page 92 of 139
Budget Decision Package
$0.00
$28,585.00
$28,585.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00742
Status: Budget Review
Title: New Program Technician I/II Position
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 new position will provide support to the Emergency Homeless Housing Program to help maintain and operate the City’s expanding emergency homeless housing programs. General duties require engagement with West Sacramento homeless residents acting as a conduit to resources and communication and building rapport with program participants and service providers. Specific duties will include, but not be limited to: Coordinating with on-site support services regarding client needs and situations; Maintaining client records related to their behavior at the program locations; Monitoring security camera footage; Assisting with completion of weekly room inspections; Creating and distributing informational notices to clients at sites; Performing other duties as needed for the successful operation of the emergency homeless housing programs.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
218 9810 5111 New Program Technician Position Salary
Salary for remainder of year for new position. Full
annual salary required in FY 25/26 and beyond.
$0.00 $23,585.00
218 9810 5251 Equipment
equipment and licenses for new employee
$0.00 $5,000.00 Yes
Total $0.00 $28,585.00
Section 3 - Detailed Information
Objectives/Need for Request:

This position is needed to support the growing homeless outreach and programming managed by the City.

Specifically, with the purchase of two new motels this year and a pending purchase of a third motel, the position is needed to help oversee programming at the Pick Wick, El Tejon and Westwood properties, as well as assist with the relocation of the Rodeway Inn and Flamingo programs, as needed.

Consequences of Not Funding:

Challenges with maintaining the properties for staff and program participants, which also impacts the surrounding community. Additionally, with out in-house staffing to complete the tasks identified above, contract support will be required, which could result in higher costs, delays in services and less reliability.

Alternatives Considered:

Contracting for additional support services.

Section 4 - Attachments
Attachment Attachment Description
New Position Request - Program Technician New Position Request for Program Tech position to support the Emergency Housing Program
547 Page 93 of 139
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00743
Status: Budget Review
Title: Program Technician I/II Status Change
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 position currently provides support to the Emergency Homeless Housing Program to help maintain and operate the City’s expanding emergency homeless housing programs. The position was initially created as a limited-term position based on the funding source available for the position. Staff is requesting the position transition to a permanent position to continue supporting the expanding emergency homeless housing program. General duties require engagement with West Sacramento homeless residents acting as a conduit to resources and communication and building rapport with program participants and service providers. Specific duties will include, but not be limited to:

Coordinating with on-site support services regarding client needs and situations; Maintaining client records related to their behavior at the program locations; Monitoring security camera footage; Assisting with completion of weekly room inspections; Creating and distributing informational notices to clients at sites; Performing other duties as needed for the successful operation of the emergency homeless housing programs.

Section 2 - Costs
Section 3 - Detailed Information
Objectives/Need for Request:

This is an existing position that was originally filled as a limited-term position based on ARP funding. The position now needs to be transitioned to a permanent position in order to support, and provide important services for, the City's Emergency Housing Program.

Consequences of Not Funding:

Alternatives Considered:

Contracting for services.

Section 4 - Attachments
Attachment Attachment Description
Program Tech Position Change Request to change position from limited term to permanent 548 Page 95 of 139
Budget Decision Package
$0.00
$118,000.00
$118,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00744
Status: Budget Review
Title: YCPARMIA Budget
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: Yes
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
Our former excess loss pool, CJPRMA, is currently in a deficit funding position requiring each CJPRMA Member to pay an additional assessment to cover the cost. The CJPRMA Board of Directors approved the $14 million assessment for program years 2012-13 through 2016-17 at its December 14, 2023 Board of Directors meeting. YCPARMIA's estimated share of that assessment is approximately $1.8 million. The assessment may be paid in up to three annual installments with interest equal to the rate of return on a 10-year Treasury Note, but not to exceed 4% per year. The first installment was due July 1, 2024. Though we have withdrawn from CJPRMA, that did not reduce our liability to pay assessments for policy years in which we were a participant. A calculation of the amount apportioned to each member, based on total premium by member for all years assessed and the estimated total amount of the assessment, was provided but not initially included in the 2024/25 budget.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9032 5271 CJPRMA Assessment - Year 1 of 3
Year 1 cost of CJPRMA assessment paid over three
years due to deficit funding position.
$0.00 $118,000.00 Yes
Total $0.00 $118,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Allocate sufficient budget to cover the cost of the first year of the CJPRMA assessment for West Sacramento.

Consequences of Not Funding:

This is a cost that must be paid.

Alternatives Considered:

None.

Section 4 - Attachments
Attachment Attachment Description
YCPARMIA Allocation of CJPRMA
Assessment
Document breaking down the CJPRMA assessment allocated to all YCPARMIA member agencies.
549 Page 96 of 139
Budget Decision Package
$0.00
$65,296.00
$65,296.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00745
Status: Budget Review
Title: Procurement Analyst I/II/Senior
Department: Finance Priority: 2
Contact: Becky Robertson Phone: (916) 617-4584
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This proposal is to add a new Procurement Analyst I/II/Senior position in the Procurement Division in the Finance Department. With the addition of this position, the Finance Department would be able to support the increased procurement needs stemming from the use of the upcoming EIFD bonds and the approval of Measure O. The Procurement Division is currently working at maximum capacity and does not have the bandwidth for the increased workload generated from future bonds and tax measures. In order to ensure that the City is able to meet the spending timelines for future bonds and grants and preventing Finance from being the bottleneck for future procurements, an additional procurement analyst is needed. The additional staffing will also allow the Procurement Division to continue making process changes to help increase efficiency citywide for procurements and solicitations.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9053 5111 Procurement Analyst I/II/Senior Salary and Benefits Budget needed for the last 3 months of the FY.
$0.00 $53,046.00
104 9053 5251 Office Expenses
This includes estimated costs for desk, chair, monitors, phone, laptop, etc.
$0.00 $10,000.00 Yes
104 9053 5256 Memberships

CAPPO, NIGP
$0.00 $250.00
104 9053 5258 Training/Travel
This is the associated training and travel in alignment with the allocation for the other staff in this division. $0.00 $2,000.00
Total $0.00 $65,296.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to allow for better coverage and support to the procurement functions of the Finance Department and citywide.

Consequences of Not Funding:

Additional procurement staffing support will allow the Procurement Division to expand its capacity for the increased procurement needs citywide generated from the upcoming bonding and approval of Measure O. The consequences of not funding this position will result in staff burnout, retention issues and creating a bottleneck in the Finance Department by slowing our ability to spend bond and grant funds and delaying solicitations for many much needed CIP projects.
550 Page 97 of 139
Alternatives Considered:

The alternative would be to not add the Procurement Analyst I/II/Senior position and wait for the results of the Finance Department assessment. However, this will result in staff burnout, retention issues and creating a bottleneck in the Finance Department by slowing our ability to spend bond and grant funds and delaying solicitations for many much needed CIP projects. Contract support has been considered, but it has been determined that the need for this support is ongoing and contractual services would be inefficient and significantly more expensive than hiring a full-time employee.

Section 4 - Attachments
Attachment Attachment Description
New Position Request Form -Procurement
Analyst I/II/Senior
551 Page 98 of 139
Budget Decision Package
$0.00
$25,000.00
$25,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00746
Status: Budget Review
Title: A's Project Management Costs
Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
With the A's coming to play at Sutter Health Park in 2025, a comprehensive planning effort is required to address expansion and modifications at Sutter Health Park, as well as the impacts to traffic, parking, local businesses, etc. The Senior Program Manager for the Port is filling this role and this funding provides a budget to charge to for hours worked on this initiative.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9016 5259 A's Project Management
Costs associated with Port Senior Program Manager
staff time managing the planning for A's coming to West Sacramento.
$0.00 $25,000.00 Yes
Total $0.00 $25,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

To provide a budget for the Senior Program Manager for the Port to charge time to for coordinating City efforts to address the A's coming to West Sacramento.

Consequences of Not Funding:

Lack of budget to cover the cost of the Senior Program Manager for the Port to charge time to for coordinating City efforts to address the A's coming to West Sacramento.

Alternatives Considered:

None.

Section 4 - Attachments
552 Page 99 of 139
Budget Decision Package
$0.00
$7,500.00
$7,500.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00747
Status: Budget Review
Title: CMO Security Costs
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
With the approval of a new security guard service, the budget to cover costs associated with CMO and Human Resources was not sufficiently increased. This request will right-size the budget to cover these costs.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9016 5261 Security Guard Services
Security Guard Services Costs
$0.00 $6,000.00
104 9024 5261 Security Guard Services
Security Guard Services Costs
$0.00 $1,500.00
Total $0.00 $7,500.00
Section 3 - Detailed Information
Objectives/Need for Request:

Provide sufficient budget to cover security guard services costs.

Consequences of Not Funding:

There will be insufficient budget to cover security guard costs.

Alternatives Considered:

Reduce budget for other items.

Section 4 - Attachments
553 Page 100 of 139
Budget Decision Package
$0.00
$36,000.00
$36,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00748
Status: Budget Review
Title: Management Leadership Academy
Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
For purposes of professional development and succession planning, the City Manager desires contract with an organization to develop and implement a Management Leadership Academy, to helps equip city staff with the skills and knowledge necessary to effectively lead and manage a thriving organization through rich content and applicationfocused outcomes. The content would focuses on the most important leadership capabilities and skills which will enable first- and mid-level managers to be more effective in their roles, enable greater team performance, and deliver additional business value. Budget of $40,000 was approved previously and there is an additional $40,000 carryover from the prior fiscal year, but after the procurement process was determined to be insufficient to cover the cost of two cohorts per year.

The administration of the program can be assigned to an analyst in the City Manager’s office to oversee the procurement process, contract administration, logistics, and communications.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
107 9910 5261 Leadership Academy
Additional year one budget consultant cost for two
annual cohorts for Leadership Academy and associated
expenses
$0.00 $20,000.00
107 9910 5259 Management Leadership Academy - Incidental Costs Misc. refreshment and other costs for academy sessions
and graduations
$0.00 $16,000.00
Total $0.00 $36,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The Academy would provide training on current leadership topics geared towards the local government industry. It would require a moderate amount of time from City Staff to develop the RFP language and manage the procurement process. This option provides customization that is tailored towards the needs of the City. The Academy could include a small group project, an assessment component, and coaching for the duration of the project. The goal is to train and retain the future leaders in the City organization.
554 Page 101 of 139
Consequences of Not Funding:

The City would not have sufficient funding for a program for helping to develop the future leaders of the organization.

Alternatives Considered:

Alternatives considered included building a program in house or sending staff to an existing management leadership training. The former is not favored due to the amount of staff time required to develop and the latter would be costly, require additional travel and not cater to the specific needs of the City.

Section 4 - Attachments
555 Page 102 of 139
Budget Decision Package
$0.00
$28,200.00
$28,200.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00749
Status: Budget Review
Title: OnBase Solutions Renewal Document Management Software Department: City Manager's Office Priority: 2
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Information Technology Project
Requested $46,150.00 to cover annual maintenance charge for the City's OnBase document management software but used $28,200.00 to cover an increase in the cost of the public records request software, Logikcull. We are transitioning to a new less expensive public records request software, and the transition is taking longer than anticipated. An additional $28,200.00 is now needed to cover the cost of the annual maintenance charge for the OnBase document management software.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9022 5257 OnBase Document Management Software Annual Maintenance Fee
Cover shortage for annual maintenance.
$0.00 $28,200.00 Yes
Total $0.00 $28,200.00
Section 3 - Detailed Information
Objectives/Need for Request:

To maintain the existing document management system.

Consequences of Not Funding:

The city would no longer be able to digitize and store permanent records.

Alternatives Considered:

N/A
Section 4 - Attachments
556 Page 103 of 139
Budget Decision Package
$0.00
$257,940.00
$257,940.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00750
Status: Budget Review
Title: Valve & Hydrant Program & Staff
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
Exercising water valves is important to ensure they can operate properly in an emergency by preventing debris buildup, maintaining seal integrity, and ensuring smooth movement of the valve stem, which is crucial for reliably shutting off water flow when needed; essentially, it's like regular maintenance to keep the valves functioning well and avoid potential issues during critical situations like leaks or repairs. Exercising and maintaining fire hydrants falls in line with this program perfectly. As hydrant maintenance is traditionally handled by Public Works, implementing this program will streamline efforts across multiple departments.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
506 9611 5111 Valve & Hydrant Program - Maintenance Worker/Senior 3 months salary
$0.00 $22,423.00
506 9611 5111 Valve & Hydrant Program - Maintenance Worker/Senior 3 months salary
$0.00 $23,517.00
506 9611 5257 Valve & Hydrant Program - iPad costs (x2) 2 iPads
$0.00 $4,000.00 Yes
506 9611 5572 Valve & Hydrant Program - Valve Truck
Valve truck
$0.00 $200,000.00 Yes
506 9611 5212 Valve & Hydrant Program - Tool Purchase
Small tools as required for repair and maintenance
$0.00 $2,000.00 Yes
506 9611 5215 Valve & Hydrant Program
Uniforms and 1 pair boots for 2 employees
$0.00 $1,000.00
506 9611 5255 Valve & Hydrant Program
Fuel and maintenance costs for Valve Truck
$0.00 $5,000.00
Total $0.00 $257,940.00
Section 3 - Detailed Information
Objectives/Need for Request:

Valve exercising is considered a necessary part of a good maintenance program for public water systems, meaning water utilities are strongly encouraged to regularly exercise their valves to ensure proper functionality in case of emergencies; this is often done on an annual basis. Fire hydrant maintenance is required in California, with regulations stating that all fire hydrants must be regularly inspected, tested, and maintained to ensure they are functional in case of a fire; this typically includes annual inspections and periodic flow tests as per the California Fire Code and NFPA standards. Implementation of the valve and hydrant program will meet both these requirements. 557 Page 104 of 139
Consequences of Not Funding:

Right now, the Water Division does not have adequate staffing to maintain fire hydrants and Fire personnel is performing the maintenance, Fire personnel cannot make repairs, however, so there is a delay between issue detection and repair. There is also not adequate staffing to conduct valve exercising. Not funding this program will result in Fire personnel needing to continue maintenance until the Water Division is adequately staffed to take it over.

Alternatives Considered:

Fire can continue to maintain the hydrants and report needed to repairs to Public Works.

Section 4 - Attachments
Attachment Attachment Description
Maintenance Worker/Senior 1 - Hydrant
Maintenance Worker/Senior 2 - Hydrant
558 Page 105 of 139
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-00755
Status: Budget Review
Title: Finance Extra Help
Department: Finance Priority: 0
Contact: Susana Jackson Phone: (916) 617-4835
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
Revenue team is requesting additional help to provide customer service support. The position will serve as a customer service representative handling
transactions with the public including cash handling, utility billing, processing payments, issuing parking permits, and answering the telephone.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9052 5112 Finance additional Help
Additional customer service assistance for revenue
division. Covers the negative balance in the fund
currently as well. Can reduce if salary savings from
Finance manager is sufficient to cover this current
negative balance.
$0.00 $28,000.00
Total $0.00 $28,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The additional help will allow existing staff to focus on their current work load. The call volume has increased from 7,003 calls in 2022 to 13,838 in 2024. The revenue department expects calls to increase further with the addition of the residential overage and contamination charges being added to the customers billings while the city is managing the phone calls for Waste Management. The hope is to have the customer service to transition back to the third party collection vendor goes through a new RFP process. Additionally, with potential utility rate and parking fee increases, calls will continue to rise. Along with the customer service aspect of the position, Revenue staff takes in all revenues for the City. It is becoming increasingly difficult with the current staff level to perform the required tasks and provide timely reports and support to other departments.

Consequences of Not Funding:

The revenue department will continue to take longer to complete monthly tasks, that will affect the accounting division and city customers.

Alternatives Considered:

Alternatives considered have been requiring waste management to manage all calls.

Section 4 - Attachments
559 Page 110 of 139
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-00756
Status: Budget Review
Title: Small Business Accelerator Program Manager Position Department: Economic Development & Housing Priority: 1
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:

Equitable Investment Strategy/Programs
Description:

Project Type:

Change to Existing Program/Service
The Small Business Accelerator Program (SBAP) was initially approved in 2023 within the Equitable Investment Strategy/Programs, a 2023 Management Agenda in the City Council Strategic Plan and in 2019 as Inclusive Economic Development Strategy Policy Priority. Since then, staff has worked to develop the Measure N-funded program details.

On November 6, 2024, Council approved the program components and a schedule to implement the program, including a pilot program to support local businesses as they prepare for anticipated increased foot traffic and visitors for the Oakland A’s. The SBAP includes six components, all which require significant staffing resources to provide a high level of customer service, process applications in a timely manner and track program funding/success. Because of this, staff is requesting that an existing, vacant Program Manager position within the Economic Development and Housing Department be funded with Measure N funding already dedicated to the SBAP. The position is currently funded with Measure G funds.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
111 9020 5111 Program Manager Position
Funding current, vacant Program Manager in EDH with
Measure N funds.
$0.00 $55,692.00
111 9020 5251 Equipment
Equipment/licenses
$0.00 $5,000.00 Yes
106 9020 5111 Remove Measure G funding
transfer to Measure N
$0.00 ($55,692.00)
Total $0.00 $5,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary purpose of the SBAP is to make informed, direct City investments to benefit small businesses in equityfocused areas including design and permitting costs, off-site improvements and financing tools to support small business start-ups, moving or expanding into bricks and mortar businesses and job creation. Having a dedicated staff position to oversee all aspects of the program, including marketing, day-to-day coordination with local businesses, coordinating with other City departments, managing the program budget and tracking program progress is critical to ensure the success of the program.

Consequences of Not Funding:

May reduce timeliness and customer service experience for program participants, as well as limit other project/program investments that could be funded with Measure G funds made available by funding the current, vacant Program Manager position with Measure N funds.
560 Page 111 of 139
Alternatives Considered:

Continuing using Measure G to fund the position. This dilutes staffing resources from other important citywide projects and programs.

Section 4 - Attachments
Attachment Attachment Description
Position Change Request Request to change funding sources for existing, vacant Program Manager position in EDH.

Measure N Analsysis - SBAP Program
Manager
Analysis of funding existing, vacant Program Manager position in EDH with Measure N funds.
561 Page 112 of 139
Budget Decision Package
$0.00
$140,512.00
$140,512.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00758
Status: Budget Review
Title: Increase Funding For HR Services and Licenses
Department: City Manager's Office Priority: 1
Contact: Kaitlyn Miller Phone: (916) 617-4508
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
With the proposed addition of 127 new Full-Time Equivalent (FTE) positions (almost 30% increase), the Human Resources department requires additional funding of approximately $140,237 to support expanded pre-employment services and employee support. This increase in staffing necessitates proportional growth in our pre-employment screening capacity and associated licensing and servicing costs.

Service Component Cost per FTE Total Cost (127 FTEs)
Fingerprinting: $75 $9,525
Medical Evaluations: $850 x 90=$76,500
NeoGov License: $35,000
EAP License: $52 $6,604
HR Onboarding Items: Assume 30% increase over previous budget due to 30% increase in employee count $525 Job Boards: Assume 30% increase over previous budget due to 30% increase in employee count $2,250 Worxtime: Assume 30% increase over previous budget due to 30% increase in employee count $1,839 Career Fairs: Assume 30% increase over previous budget due to 30% increase in employee count $600 Employee Appreciation/Engagement: Assume 30% increase over previous budget due to 30% increase in employee count $6,869
HepB Testing: Assume 30% increase over previous budget due to 30% increase in employee count $300 Alta Language: Assume 30% increase over previous budget due to 30% increase in employee count 225 Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9024 5261 DOJ Services
Due to increase in employee count.
$0.00 $9,525.00
104 9024 5261 Occumed
Due to increase in employee count.
$0.00 $76,500.00
104 9024 5257 NeoGov License Increase
Due to increase in employee count.
$0.00 $35,000.00
104 9024 5261 EAP License Increase
Due to increase in employee count.
$0.00 $6,604.00
104 9024 5259 HR Onboarding Items
Due to increase in employee count.
$0.00 $525.00
562 Page 113 of 139
104 9024 5254 Job Boards
Due to increase in employee count.
$0.00 $2,250.00
104 9024 5257 Worxtime
Due to increase in employee count.
$0.00 $1,839.00
104 9024 5259 Career Fairs
Due to increase in employee count.
$0.00 $600.00
104 9024 5259 Employee Appreciation/Engagement
Assume 30% increase over previous budget due to 30%
increase in employee count
$0.00 $6,869.00
104 9024 5259 HepB Testing
Assume 30% increase over previous budget due to 30%
increase in employee count
$0.00 $300.00
104 9024 5261 Alta Language
Due to increase in employee count.
$0.00 $500.00
Total $0.00 $140,512.00
Section 3 - Detailed Information
Objectives/Need for Request:

This investment will ensure:
- Compliance with all regulatory requirements
- Maintenance of high-quality screening standards
- Efficient onboarding processes
- Adequate support services for new employees
Consequences of Not Funding:

We will not have the funding to support the onboarding and ongoing needs of the employees we are looking to hire and software support.

Alternatives Considered:

Compliance Risks:
- Potential violations of employment screening requirements - Increased liability for workplace safety
- Non-compliance with industry standards
Quality Impacts:
- Compromised thoroughness of background checks
- Reduced effectiveness of pre-employment screening
- Limited access to essential support services
Section 4 - Attachments
563 Page 114 of 139
Budget Decision Package
$0.00
$350,000.00
$350,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00771
Status: Budget Review
Title: Property Management Services - City Owned Property Department: Capital Projects Priority: 0
Contact: Fred Arnold Phone: (916) 617-4539
Mandatory: Yes
Section 1 - General Information
Strategic Plan:

Homelessness & Communitywide Impacts
Description:

Project Type:

Change to Existing Program/Service
Additional funding is required due to newly identified City owned property requiring property management services ie., weed abatement, debris removal, graffiti removal, pest control and security patrol. Property management services will be ongoing property management activities. Property maintenance is required to maintain quality of life of City and its residents. Removes blight and nuisance behavior from City properties.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
104 9657 5261 Professional Services
Professional services were under budgeted for FY
-2024/2025, On going property maintenance services,
increased security patrol, fencing, graffiti removal, weed abatement, debris removal and new buildings require
painting and board up have been added to the property
maintenance program ie., (4761 West Capitol Ave, 540
Harbor Blvd, 231 2nd Street Water Tower and
enclosure), thereby increasing the overall property
maintenance budget.
$0.00 $250,000.00
106 9657 5261 Club Pheasant Additional Property Mgmt
Additional Funding to cover the remaining part of the
year through Bi-annual process
$0.00 $100,000.00
Total $0.00 $350,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Goals and objectives is to maintain quality of life for Citizens, remove blight and reduce opportunities for nuisance and criminal behavior. Keep City clean and maintain a well-kept appearance.

Consequences of Not Funding:

Not performing property management duties would leave the City with unkept unsightly appearance, will lead to blight, nuisance behavior and criminal activity
Alternatives Considered:

Consequences of deferred or delayed property maintenance would lead to nuisance and criminal behavior. When the City is well maintained it will lead as an example for High Quality of Life for all residence.

Section 4 - Attachments
564 Page 124 of 139
Budget Decision Package
$0.00
$4,000,000.00
$4,000,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00772
Status: Budget Review
Title: Flood-in-Lieu Cont. to WSAFCA Flood Project Local Match Department: Finance Priority: 1
Contact: Roberta Raper Phone: (916) 617-4509
Mandatory: No
Section 1 - General Information
Strategic Plan:

Flood Protection (Federal Project)
Description:

Project Type:

One Time Expenditure
The federal levee improvement projects are a coordinated effort between the United States Army Corps of Engineers (USACE), the State's Department of Water Resources, and the local West Sacramento Area Flood Control Agency (WSAFCA), of which the City is a member. The projects require local match funding of 5% of the total project cost. After a recent project finance meeting with USACE, the City was notified that an invoice/cash request is being prepared based on federal appropriations to the project. The cash requirement is estimated at $2,776,736 and is proposed to be funded using City Flood-in-Lieu impact fees, which are collected specifically for this purpose. City Council approval is required to transfer the funds to WSAFCA, and WSAFCA Board approval is required to spend the funds.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
229 9040 5310 Transfer from FIL to WSAFCA
Transfer to WSAFCA for 5% local required cash match
for federal project. Payments due 60 days from receipt of letter and 2nd payment by August 2025.
$0.00 $4,000,000.00 Yes
Total $0.00 $4,000,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to appropriate funding to transfer funds to WSAFCA to allow for funding of the required local cash match for the federal levee improvement project.

Consequences of Not Funding:

This request must be funded. The cash match is required, and these funds have been collected specifically for this purpose. If the local match is not funded, the federal project will not continue.

Alternatives Considered:

Alternatives to using FIL fees are to use Measure V funds or WSAFCA Assessment funds for this request. Either funding source would be appropriate, however the FIL funds requested are collected specifically for this purpose and if they are not used, they must be returned to the developers who paid them.

Section 4 - Attachments
565 Page 126 of 139
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-00782
Status: Budget Review
Title: Public Boat Dock Attendant
Department: Parks & Recreation Priority: 1
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:

Waterfront Districts Public Safety & Security
Description:

Project Type:

New Program/Initiative
The public boat dock on the Sacramento River waterfront, the City's sole dock, was built in 2020 and officially opened to the public in 2021. Partial funding for the dock came from the Department of Boating and Waterways Tier II Boating Infrastructure Grant Program (BIG Dock Program), which supports transient boat docking facilities for non-trailerable vessels measuring 26 feet or longer. The dock is accessible to the public and accommodates BIG boats, with a designated area for smaller boats. Initially, the city planned to allow overnight docking for a maximum of 15 consecutive days for a fee. The city intended to collaborate with City parking enforcement to oversee berthing permits, while the Police Department would enforce violations of berthing permits.

Following the public opening of the dock, the city faced challenges in regulating dock usage and enforcing violations due to understaffing. A considerable number of vessels began berthing on the dock for extended periods exceeding 15 days without obtaining a berthing permit or making payments. In the fall of 2024, the city made the decision to close the dock for the boating season to deter illegal mooring.

To enable public access to the dock for the 2025 boating season, a dock attendant will be required to monitor the dock, ensuring that berthing permits are obtained, and dock regulations are followed. The presence of an attendant will enhance safety and enable the community to enjoy this riverfront recreation facility throughout the boating season. With an attendant overseeing the dock, boat users can feel secure leaving their boats and partake in activities near the riverfront.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
101 9500 5261 Dock Attendant
Funding for the Dock Attendant services at Etenesh
Zeleke Public Boat Dock.
$0.00 $100,000.00
Total $0.00 $100,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Funding is needed to pay for the dock attendant at the Etenesh Zeleke Public Boat dock during the boating season (May 26-Sept 1).

Consequences of Not Funding:

If we do not have a dock attendant during the boating season, we will be unable to regulate dock usage and prevent the unauthorized mooring of vessels. Illegal mooring of abandoned vessels can lead to blight and pose health and safety risks. This may also cause other boat dock users to feel unsafe leaving their boats at the dock. 566 Page 128 of 139
Alternatives Considered:

1. Open the dock without an attendant and assume the risk of illegal mooring and derelict vessels.

2. Keep the dock locked and out of commission for another boating season.

Section 4 - Attachments
567 Page 129 of 139
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-00783
Status: Budget Review
Title: Building Inspector I/II and Senior Plans Examiner Signing Incentive Department: Community Development Priority: 1
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
The City of West Sacramento is proposing a signing bonus for the long-vacant Building Inspector I/II and Senior Plans Examiner positions to address recruitment challenges in a highly competitive labor market. Recent wildfires in Southern California have triggered a surge in demand for qualified inspectors, plans examiners, and other building personnel, with many jurisdictions in the Los Angeles region offering substantial incentives to attract talent for rebuilding efforts.

As a result, the availability of experienced building inspectors and plans examiners have become limited, directly impacting the City's ability to fill these critical roles that have been vacant for years. Offering a competitive signing bonus will position the City of West Sacramento to effectively compete for top-tier candidates, ensuring continued excellence in building services and supporting the community’s ongoing development and growth, and reducing our current reliance on outside consultants.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9315 5259 Signing incentive for vacant Building Inspector and Senior Plans Examiner positions
This budgeted amount represent two $5,000 signing
incentives for two vacant long-vacant positions: A
Building Inspector I/II and a Senior Plans Examiner.
$0.00 $10,000.00 Yes
Total $0.00 $10,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary goal of this funding request is to secure a qualified Building Inspector and a qualified Senior Plans Examiner to support the City of West Sacramento’s development and safety objectives in a competitive labor market.

This position is critical to maintaining efficient building inspection services, ensuring compliance with local and state building codes, and supporting the City’s continued growth. The signing incentive aims to attract top-tier candidates who may otherwise be drawn to regions offering substantial incentives due to recent rebuilding efforts following devastating wildfires in Southern California. Additionally, this recruitment incentive will help reduce time-to-hire, minimize disruptions to development projects, and maintain high service levels for residents, contractors, and developers.

Consequences of Not Funding:

Failing to fund this request will continue to hinder the City’s ability to attract experienced candidates for the Building Inspector and Senior Plans Examiner roles, exacerbating existing staffing shortages and increasing delays in permit processing and inspections. These delays could negatively impact local development projects, slow economic growth, and reduce customer satisfaction within the building community. Additionally, without competitive incentives, the City may experience increased reliance on costly third-party inspection services, resulting in budget overruns and reduced service consistency. The inability to fill this critical position could also strain the existing inspection team, leading to burnout, decreased productivity, increased overtime costs and a higher risk of turnover. 568 Page 130 of 139
Alternatives Considered:

Increased Salary Range: Adjusting the salary scale was reviewed but would have broader budget implications and might not provide the targeted impact of a one-time incentive.

Use of Contract Inspectors: Hiring additional third-party contractors was considered but is more expensive over time and provides less continuity in service delivery. In addition, the need in the Los Angeles region has drawn more Northern California consultants based on the high pay rates.

Section 4 - Attachments
Attachment Attachment Description
Building Inspector I Job Description
Building Inspector II Job Description
Senior Plans Examiner Job Description
569 Page 131 of 139
Budget Decision Package
$0.00
$250,000.00
$250,000.00
Net Request (2023/2024):

Net Request (2024/2025):

Total Net Request:

Package ID: DP-00785
Status: Budget Review
Title: Bridge District Monument Signage Design
Department: Economic Development & Housing Priority: 3
Contact: Traci Michel Phone: (916) 617-4627
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Over the past year, City staff and the Bridge District property owners have discussed strategic placement of monument signs throughout the Bridge District, as well as potential murals to promote wayfinding and placemaking experiences for residents and visitors. This item will fund the planning and design of monument signage at select locations within the Bridge District, as well as the large mural on the Sac Stucco building, located adjacent to the freeway offramp. In addition to wayfinding and placemaking, monument signage and the mural will support the City's tourism and marketing efforts during and after the A's presence in West Sacramento.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
269 9194 5261 Bridge District Monument Signage Design
Funding needed to design replacement monument
signage in the Bridge District.
$0.00 $250,000.00 Yes
Total $0.00 $250,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Placement of monument signage and murals at select locations throughout the Bridge District to support wayfinding, placemaking and tourism along the City's riverfront.

Consequences of Not Funding:

Missed opportunity to elevate riverfront placemaking experiences and regional tourism while the A's and Sutter Health Park patrons are in West Sacramento and beyond.

Alternatives Considered:

Delay monument signage planning and design, as well as a large mural on the Sac Stucco building until a later date or choose to not have the mural and/or monument signage considered in the Bridge District at this time.

Section 4 - Attachments
570 Page 134 of 139
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-00787
Status: Budget Review
Title: Position Change Request (Senior Clerk to Secretary) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Sustainable Customer Service Model
Description:

Project Type:

Change to Existing Program/Service
Change the existing position of Senior Clerk to the position of Secretary for Public Works Operations & Maintenance.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
610 9650 5111 Clerk to Secretary Salary Differential
.
$0.00 $5,000.00
Total $0.00 $5,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The position of Senior Clerk worked out of class on several ongoing items. In an effort to recruit and retain personnel of the same caliber, the position title and pay needs to be adjusted to reflect the needs and demands of the department.

The tasks to be performed include working with Fleet to maintain smog and BIT inspections and track replacement schedules, preparing and submitting permit forms to Yolo County for permanent and emergency generators, managing CARB reporting, providing backup to staff for processing invoices and basic procurement, working with Backflow to send out notices and track follow ups and enter and update repairs, as well as existing customer service duties.

Consequences of Not Funding:

The Department would continue to operate status quo, which is preventing the Division from being able to operate as efficiently as it could with additional administrative support. This position would allow for the potential of water revenue recapture and other special programs that would assist in the impact on the maintenance of the city infrastructure.

Alternatives Considered:

Status quo
Section 4 - Attachments
571 Page 137 of 139
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-00789
Status: Budget Review
Title: New Permit Tech I/II position to Replace Consultant Permit Tech Department: Community Development Priority: 0
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
Adding a new FTE in the Building Division: Permit Technician I/II. The position is currently being filled by a consulting Permit Technician.

Section 2 - Costs
Fund Activity Object Description 2023/2024 2024/2025 One Time
650 9311 5111 Permit Tech I/II
Salary and benefits for one month
$0.00 $11,000.00
650 9311 5259 Permit Tech I/II
ongoing
$0.00 $2,500.00
650 9311 5259 Permit Tech I/II
one time
$0.00 $1,500.00 Yes
Total $0.00 $15,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objectives of the requested position:

Enhance Service Delivery: Improve permit processing times, maintain a high level of customer service, and streamline permit intake, review, and permitting processes to support community growth and development.

Support Department Efficiency and Retention: As Measure O projects begin execution, additional permitting support will be needed to move projects towards completion.

Improve Inspection Oversight and Consistency: With the creation of a Supervising Building Inspector role, we can ensure greater oversight of inspection standards, consistency, and training, which will improve overall compliance and quality of construction within the community. In addition, this position would provide management and supervisory duties over the building inspectors, develop and enforce policies and procedures that currently do not exist, and be engaged on inspections for complex, high-profile projects.

Strengthen Technical Capacity: An additional Permit Technician I/II will allow for more efficient permit processing especially of complex developments and City projects, while reducing the need for external consultant review, leading to cost savings and faster permit issuance and response times.

We are currently experiencing a large volume of permitting activity, and are unable to keep up with the demand.

Measure O projects will exacerbate this issue significantly. Building a team of experienced Permit Technicians will increase the public's confidence in our ability to execute our duties in a timely way. 572 Page 138 of 139
Consequences of Not Funding:

Increased Permit Processing Delays: Without additional Permit Technicians, processing times for permits will likely lengthen, negatively impacting customer service and the satisfaction of the City, (on public projects), developers, contractors, and the public.

Increased Backlog and Strain on Current Staff: The existing staff will continue to face high workloads, which could result in burnout, decreased morale, and a higher turnover rate. As the city grows, this could become unsustainable, hindering our ability to meet service demands.

Increased Dependence on Consultants: Without a right-sizing of the Building Division staff, the division will continue to rely on costly external consultants for complex plan reviews, resulting in budget strain and less control over review timelines.

Alternatives Considered:

Continue to outsource Permit Services: We are currently using a contract Permit Tech to assist in application screening, routing, and customer service. Contracting out permit intake and plan review processes, while necessary to address backlogs during heavy permit times, leads to increased operational costs and decreased control over timelines and quality. Additionally, it would not contribute to building in-house expertise. Temporary staffing solutions for permit processing and plan review could alleviate immediate backlogs but does not provide the long-term consistency, retention, or career growth opportunities needed for a sustainable, high-quality service model.

Section 4 - Attachments
573 Page 139 of 139
ATTACHMENT 6 – FY 2024/25 MIDYEAR CAPITAL IMPROVEMENT PROGRAM (CIP) 6-1
This attachment provides a summary of CIP midterm budget proposals by project type and by funding source as well as detailed pages for each project. This attachment starts with summary level information and gets more detailed, ending with the detailed project pages for each budget request. The first column on the list of projects includes a reference number. Behind the project listing are detailed pages for each request. These requests are numbered, and the number in the first column of the summary page corresponds to the number at the top of each detailed request page. Council and citizens alike are encouraged to read through the detailed proposals to understand more about each of the requests, why they are being proposed now, and what is intended to be accomplished with the additional funding requested as part of the proposed midterm budget.

Capital Improvement Program (CIP)
CIP requests total $11.1 million, including $4.0 million in awarded grant funding, leaving a net request of $7.1 million net impact to City funding sources. A number of requests are swapping funding sources for bridge district funded projects to be clear which projects were funded with bond funds, and several requests are reducing funding in water fund projects to ensure compliance with legal bond covenants. The reduced funding for those projects will be added back effective July 1, 2025.

Table 1 – CIP by Project Category
Table 2 – CIP by Funding Source
PROJECT CATEGORY FY 2024/25
ECONOMIC DEVELOPMENT $ 30,000
MUNICIPAL FACILITIES $ 5,145,000
PARKS AND RECREATION PROJECTS $ 3,166,625
TRANSPORTATION | STREET MAINTENANCE AND RECONSTRUCTION $ 2,600,561 TRANSPORTATION|OTHER $ 3,271,536
PUBLIC SAFETY INFRASTRUCTURE & SECURITY $ 870,000
UTILITY & DRAINAGE PROJECTS $ (4,017,070)
TOTAL $ 11,066,652
FUNDING SOURCE FY 2024/25
ONE-TIME GENERAL FUND 8,960
GENERAL FACILITIES FUND 450,000
COMMUNITY INVESTMENT FUND 875,000
MEASURE O FUND 12,171,813
OTHER TAX MEASURE FUNDS (531,726)
UTILITY ENTERPRISE FUNDS (5,987,804)
OTHER FUNDS 98,373
GRANT/EXTERNAL FUNDING 3,982,036
TOTAL 11,066,652
574
ATTACHMENT 6 – FY 2024/25 MIDYEAR CAPITAL IMPROVEMENT PROGRAM (CIP) 6-2
Chart 1 – CIP by Project Category
Chart 2 – CIP by Funding Source
Table 3 provides a detailed listing of CIP funding requests by project category, with funding source noted.
$(6.0) $(4.0) $(2.0) $- $2.0 $4.0 $6.0

ECONOMIC DEVELOPMENT

MUNICIPAL FACILITIES

PARKS AND RECREATION PROJECTS
TRANSPORTATION | STREET MAINTENANCE AND…
TRANSPORTATION|OTHER

PUBLIC SAFETY INFRASTRUCTURE & SECURITY

UTILITY & DRAINAGE PROJECTS

CIP BY PROJECT CATEGORY
(In Millions)
575
Table 3 - Capital Improvement Projects (CIP) by Project Type ID # Project Title Funding Source FY 2024/25
ECONOMIC DEVELOPMENT 30,000 $
11024 Washington And Streetcar Route Public Art Bridge District Funding - 1 11026 Grand Gateway Master Plan Update Gen C.I. Spec Tax (Measure G) 30,000 15022 Plaza Property Acquisition and Phase 12 Bridge District Funding - 1 15136 Bridge District Specific Plan Update Bridge District Funding - 1 MUNICIPAL FACILITIES 5,145,000 $
01315 Theater Lighting Controller - Council Chambers Cable TV Fund 150,000 01339 City Hall Carpet Replacement (2nd/3rd Floors) General Facilities Fund 50,000 01303 Fire Station 45 2nd Floor Flooring Project Measure O Funds 250,000 01311 Decon Washer and Infrastructure upgrades at Fire Station 45 Measure O Funds 100,000 01321 Fire Station 45 Conference Room Upgrades Measure O Funds 155,000 01322 Fire Station 43 Apparatus Bay Interior and Building Exterior Painting and Enhancement Measure O Funds 115,000 01323 Fire Station 45 HVAC Unit Replacement Measure O Funds 155,000 51041 Fire Station Emergency Alert Systems General Facilities Fund 400,000 51043 Fire Training Tower Renovation Project Measure O Funds 2,500,000 01302 Fire Department PPE Extractors Measure O Funds 175,000 01287 New Police Department Location Pre-Design Measure G - Repayment Toward Loan from PD Impact Fee 800,000 01320 Police Department Parking Lot Expansion Measure G - Repayment Toward Loan from PD Impact Fee 45,000 01324 Police Department HVAC Unit Replacement Measure O Funds 250,000 10051 Bridge District Surface Lots Project Bridge District Funding - 1 PARKS AND RECREATION PROJECTS 3,166,625 $
01299 Tenant Improvements at 1951 South River Road Measure O Funds 605,000 01297 Broderick Boat Ramp Security Improvements Measure O Funds 2,182,125 01298 Park Irrigation Replacement Measure O Funds 379,500 10038 Bridge District 2014 Plan Bridge District Funding - 1 62093 Mill Street Pier Construction Bridge District Funding - 1 TRANSPORTATION | STREET MAINTENANCE AND RECONSTRUCTION 2,600,561 $ 01306 Pavement Preservation Program Measure O/Road Fund - SB1 2,933,373 17021 Arterial Street Pavement Repair Program Measure E Funds - Road Rehabilitiation (1,000,000) 2 17026 Neighborhood Pavement Preservation Program Road Fund - SB1 (1,000,000) 2 17027 Pavement Management System Update 2023 Road Fund - Gas Tax 15,000 01307 Pavement Rehabilitation and Reconstruction Program Measure O Funds 1,935,188 15042 State Streets Pavement Rehabilitation and Sidewalk Project Measure E Funds - Road Rehabilitiation 717,000 17028 Non-Arterial Street Pavement Rehabilitation/Construction Program Measure N Funds - Community Investment (1,000,000) 2 576 Table 3 - Capital Improvement Projects (CIP) by Project Type ID # Project Title Funding Source FY 2024/25
TRANSPORTATION|OTHER 3,271,536 $
15053 Washington and Broderick Lighting and Safety Improvement Project Grants | Federal 6,206 14056 Sidewalks & Transportation Equity Program (STEP) Federal Grant/Measure N 2,506,370 14057 West Capitol Ave. Regional Connection Bike/Ped Safety Improvements Federal Grant/Measure N 250,000 15048 Bridge District Parking Lot equipment Bridge District Funding - 1 15133 Grand Street ROW Acquisition and Interim U-Street Bridge District Funding - 1 15013 5th Street ROW Acquisition Bridge District Funding - 1 15131 River Walk Extension (Mill Pier to District Boundary) Bridge District Funding - 1 15032 Riverfront Street Extension / 5th Street Widening Bridge District Funding - 1 12024 Traffic Signal Centracs Controller Phase 2 Interconnect Construction One Time General Fund (991,040) 12026 Emergency Vehicle Preemption (EVP) System Measure O/One-Time General Fund 1,500,000 PUBLIC SAFETY INFRASTRUCTURE & SECURITY 870,000 $
54025 Public Safety Technology Ecosystem Program Measure O Funds 870,000 UTILITY & DRAINAGE PROJECTS (4,017,070) $
15137 Storm Drainage Modeling and Design Bridge District Funding - 1 01338 Sewer System Management Plan Update Sewer Fund 200,000 21021 State Streets Water Rehabilitation and Replacement Project Water Fund (46,178) 3 31281 State Streets Sewer Rehabilitation Project Sewer Fund (2,417,135) 3 15135 Fiber Optic Connection Under 5th Street Bridge District Funding - 1 20001 New Security Fencing for Remote Water Facility Sites Water Fund (1,000,000) 3 22026 Well 22 Rehabilitation Project Federal Grant/Water Fund 3,941,468 01340 Bryte Pump Station Roof Repair Water Fund 50,000
22077 Water Pump Stations Pump & Motor Evaluation & Rehabilitation Water Fund (500,000) 3 22069 Water Tank Cathodic Protection Assessment & Installation Water Fund (500,000) 3 22073 Water Treatment Building & Pipe Painting Water Fund (500,000) 3 22075 Water Treatment Plant Security Water Fund (500,000) 3 21041 High Service Manifold Repair/Replacement/Vault Installation Water Fund (2,500,000) 3 21042 Water Treatment Plant Security Fence Water Fund (245,225) 3 Total Capital Project Requests 11,066,652 $
1 Bridge District projects have multiple funding sources. Several funding sources are being swapped to more clearly reflect Bridge District Bond Funding on projects. 2 Several Road Maintenance/Rehabilitation projects are being combined. Funding is being reduced from the projects which will be eliminated and funding is added to the new Pavement Preservation and Road Rehabilitation general projects.
3577
Funding is proposed to be reduced for several Water Fund projects to ensure compliance with debt covenants. The funding will be added back to these projects with the biennial budget for July 1, 2025.

New Police Department Location Pre-Design
CIP-01287
Police
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | General
Study/Pre-Design Only
Contact: Dea Pugh
P.M.: Charles Meeks
Status: Council Review
The location for the project is still to be determined and is included in the scope of the project.

Project Location
Project Description
The goal of this project is to secure a pre-design from an already completed department needs assessment and apply it to a new proposed location. The project would also include any environmental documentation, right-of-way analysis and pre-design.

Scope of work would include:
• Analysis of the site/Code Analysis, etc.
• Feasibility Study
• Programming
• Environmental Documentation/Soils Report/CEQA Analysis, etc. • Preliminary Cost Estimation
• Risk Assessment
• Conceptual Design Development/Renderings
Estimated Start
Spring 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$0 $0 $800,000 $0 $0 $0 $0 $800,000
Total Funding $0 $0 $800,000 $0 $0 $0 $0 $800,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
A site-needs assessment as well as a full departmental study was previously conducted for the Police Department. It was determined that the current department needs, have outgrown the space in which the Police Department is currently located. A new location and proposed impacts associated with that location will need to be assessed by a design firm to appropriately establish a new Police Department Building location and pre-design activities.

Consequences of Not Funding
The Police Department will not have adequate facilities for Police Officers, Fleet, and Professional Staff which compromise the core duty of providing public safety to the community of West Sacramento.

Alternatives Considered
The Police Department will remain in the current location but will be unable to accommodate staff, fleet, and facilities going forward.

Operation Impact
578
Broderick Boat Ramp Security Improvements
CIP-01297
Parks & Recreation
City of West Sacramento | General (Fund 400)
Homelessness & Communitywide Impacts
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Parks and Recreation | Park Improvements
Modification/Rehabilitation
Contact: Kate Smith
P.M.: Jai Chahal
Status: Council Review
104 3rd Street, West Sacramento, CA 95605
Project Location
Project Description
This project includes installing security fencing, gated entry, parking lot rehabilitation, lighting and park mobile signs. In addition, the project includes replacing the existing building located at the Broderick Boat Ramp which will serve as the future Park Ranger location. The building will include a mixture of office space and restrooms to support the Park Ranger program.

Installation of security fencing, improved lighting, regulated parking and rehabilitation of the concession building will create a safer space and allow for increase public use and enjoyment.

Consequences of Not Funding
The homeless camps, drug use and violence will continue at the Broderick Boat Ramp and the general public will feel unsafe and unable to utilize the boat ramp as a recreational amenity.

Alternatives Considered

1. Do not fund the project and continue to have an unsafe park space for the community.

2. Partially fund the project and wait to fund the building at a later date. We do not recommend this alternative since the presence of the Park Ranger program will add enhanced security to the location and the Park Ranger program needs a location.

Operation Impact
579
Park Irrigation Replacement
CIP-01298
Parks & Recreation
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Parks and Recreation | Park Improvements
Modification/Rehabilitation
Contact: Kate Smith
P.M.: David Culbertson
Status: Council Review
13 City Parks Alyce Norman, Bridgeway Lakes, Elkhorn, Linden, Meadowdale, Memorial, Patwin, Sam Combs, Southport Gateway, Southport Levee Trailhead, Summerfield Park, Sunset Vista, Westfield.

Project Location
Project Description
Replace Aging Irrigation Systems in multiple City Parks.

The parks are as follows: Alyce Norman, Bridgeway Lakes, Elkhorn, Linden, Meadowdale, Memorial, Patwin, Sam Combs, Southport Gateway, Southport Levee Trailhead, Summerfield Park, Sunset Vista, Westfield.

Consequences of Not Funding
Further deterioration of the existing irrigation systems, lack of sufficient watering for parks will result in a decrease in lawn, plant and tree health, and ultimately the overall function, appeal and beauty of our City Parks will decline.

Alternatives Considered
Not replacing the existing irrigation systems and allowing our City parks to continue to decline. This would likely result in a decrease in the function, appeal and beauty of our City parks, and potentially the appeal to new home buyers and businesses.

Operation Impact
580
Tenant Improvements at 1951 South River Road
CIP-01299
Parks & Recreation
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Parks and Recreation | General
Modification/Rehabilitation
Contact: Kate Smith
P.M.: Jai Chahal
Status: Council Review
1951 South River Road
Project Location
Project Description
Replace carpet, paint and ceiling tiles and minor repairs to south river road office space.

Estimated Start
Spring 2025
CIP Status
New PA&ED/Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $605,000 $0 $0 $0 $0 $605,000 Total Funding $0 $0 $605,000 $0 $0 $0 $0 $605,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Additional office space is needed to house Parks staff. The facility at 1951 South River Road will be available for office space but will require repairs and improvements to be usable and safe. The new Corp Yard permanent building will not be completed for multiple years so the location at South River Road requires basic improvements to safely and effectively accommodate additional Parks staff. Parks staff will also have park maintenance equipment located at the South River Road location, until final building construction at the new location occurs.

Consequences of Not Funding
Without the improvements, the extra office space needed to house Parks staff will not be available, and staff will be forced to work in unsafe conditions.

Alternatives Considered

1. Share the limited space in the temporary buildings at the Corp yard, which is not recommended since the Parks staff has already maximized the office space provided.

2. Find an alternative location, which is not recommended since there will be operating Parks equipment located at the 1951 South River Road.

Operation Impact
581
Fire Department PPE Extractors
CIP-01302
Capital Projects
City of West Sacramento | General (Fund 400)
City Facilities & Infrastructure Financing Strategy
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
New Construction
Contact: Jaipal Chahal
P.M.: Timothy Spinelli
Status: Council Review
Fire Station 42 , 43 , 44
Project Location
Project Description
PPE (Personal Protective Equipment) extractors in fire stations are specialized washing machines designed to clean firefighting gear, such as turnout coats, pants, hoods, gloves, and other protective clothing. The primary purpose of these extractors is to remove carcinogenic contaminants, smoke, chemicals, and other hazardous substances that firefighters are exposed to during incidents. Key benefits of PPE extractors for fire stations include:

Health and Safety: Extractors reduce health risks by removing toxins and contaminants, which, if left on gear, can be absorbed through the skin or inhaled, posing long-term health risks.

Prolonging Gear Lifespan: Proper cleaning helps maintain the protective integrity of PPE, preventing degradation from substances that can weaken or damage the material over time.

Compliance with Safety Standards: Many fire stations are required to adhere to standards such as the National Fire Protection Association (NFPA) 1851, which mandates regular cleaning and maintenance of PPE. Extractors ensure compliance by thoroughly cleaning gear according to these standards.

Odor and Comfort: By eliminating odors and grime, extractors make PPE more comfortable for firefighters to wear, which can help in maintaining morale and focus on the job.

PPE extractors play a vital role in maintaining firefighter health and ensuring that gear remains effective, durable, and ready for use in emergencies.

Estimated Start
Spring 2025
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $175,000 $0 $0 $0 $0 $175,000 Total Funding $0 $0 $175,000 $0 $0 $0 $0 $175,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Maintenance - Equipment $0 $0 $0 $0 $4,500 $0 $0 $4,500 Total O&M $0 $0 $0 $0 $4,500 $0 $0 $4,500
582
Project Justification
Investing in PPE extractors is essential to enhance firefighter health, safety, and operational readiness in our fire station. PPE extractors effectively remove hazardous contaminants from firefighting gear, including carcinogens, smoke, and chemicals, that pose significant long-term health risks to our firefighters. By thoroughly cleaning and decontaminating turnout gear, these machines ensure compliance with NFPA 1851 standards, safeguarding our department against potential liability and regulatory issues. Moreover, PPE extractors extend the life of our gear by preventing material degradation caused by accumulated contaminants, reducing the frequency of costly replacements and maintenance. Cleaner, odor-free gear also enhances comfort and morale, supporting our firefighters' focus and well-being on the job. This investment represents a proactive measure to protect our personnel, improve resource management, and ensure that our team is always equipped with safe, effective PPE for responding to emergencies.

Consequences of Not Funding
Inadequate funding for this critical equipment jeopardizes firefighter safety, increases costs, and risks regulatory issues that could impact both the department’s budget Currently the department spends XXX on cleaning cost Alternatives Considered
Continue to outsource cleaning of PPE and purchase additional PPE such as turnouts.

Operation Impact
583
Fire Station 45 2nd Floor Flooring Project
CIP-01303
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Replacement
Contact: Jaipal Chahal
P.M.: Timothy Spinelli
Status: Council Review
Fire Station 45
Project Location
Project Description
The Vinyl Composition Tile (VCT) flooring on the second floor of Fire Station 45 has exceeded its useful life. Originally installed when the station was constructed, the flooring now shows significant signs of wear, with many tiles beginning to delaminate and lose adhesion to the subfloor. This project will involve the full replacement of the existing VCT flooring, including necessary repairs or replacement of the subfloor, to ensure a durable, safe, and aesthetically pleasing surface. The scope of work includes removing the old flooring, preparing the subfloor for installation, and installing new, high-quality flooring materials designed to withstand the daily demands of a busy fire station environment.

Consequences of Not Funding
Further delamination of the floor creating additional tripping hazards for personnel.

Alternatives Considered
NONE
Operation Impact
584
Bryte-Broderick Community-Based Neighborhood Transportation, Safety, and Traffic Calming Plan
CIP-01305
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Customer Service Model
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jimmy Fong
Status: Council Review
Bryte-Broderick Neighborhood - North of Sacramento Ave, Sacramento River to Harbor Blvd.

Project Location
Project Description
The Transportation & Mobility Division receives an average of 288 transportation/road infrastructure complaints/requests annually across the City through West Sacramento Connect, in-person, by telephone, and through direct email. Issues cited include (but not limited to) high-speed traffic, cut-through traffic, streetlighting concerns, truck traffic management, signal/sign issues, unsafe crossings, excessive traffic volumes, etc. To date, these requests have been received and addressed where possible on an individual basis, however for a majority of these concerns, funding is not available to evaluate, recommend, and implement traffic calming and public safety infrastructure improvements; and the list of requests continues to grow.

Instead of the current piecemeal approach to addressing road infrastructure and traffic safety concerns from residents and business owners, the Transportation and Mobility Division requests funding to prepare targeted Community-Based Neighborhood Transportation, Safety, and Traffic Calming Plans. These plans will focus on proactive community engagement to develop plans for five neighborhoods across the City of West Sacramento where data shows traffic complaints are most prominent. The purpose of these data-driven plans are to study road deficiencies in each neighborhood, obtain community feedback on potential solutions, identify public safety and traffic calming improvements within each neighborhood, develop a prioritized list from residents for residents, and work with police, fire, and capital projects to implement these plans.

Estimated Start
Summer 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $225,000 $0 $0 $0 $225,000 Total Funding $0 $0 $0 $225,000 $0 $0 $0 $225,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
585
Project Justification
Complaints are currently addressed daily, often receiving several complaints about the same issue repeatedly, but with no funding or means to address those issues comprehensively, resulting in frustration from both residents and on the part of City staff that increasingly are subjected to hostility when multiple complaints are reported. These complaints, while citywide, are often more prevalent from affluent areas such as Southport as residents (as shown in the data) have the time or ability to report complaints more frequently despite living with infrastructure that was constructed more recently and with more contemporary design standards. This has resulted in reduced equity where city staff addresses more frequent reports, which is not necessarily an equitable approach to addressing needs citywide.

Staff from the Transportation and Mobility Division processed, categorized, and summarized all transportation related West Sacramento Connect complaints/requests from the past 6 years (2019 – to-date 2024) relevant to the division. A memorandum summarizing the types of requests, locations of the requests, and corresponding Capital Improvement Projects (CIP) proposals and priorities was developed identifying requests from every neighborhood to study traffic safety concerns and make roadway improvements. A heat map showing these ongoing requests revealed distinct clusters of issues in five neighborhoods including: 1) Bryte-Broderick; 2) Michigan-Glide/West Capitol; 3) The State Streets; and Southport Villages East and West. By addressing these clustered areas of persistent roadway and traffic reported issues in a holistic and comprehensive way (and with a community-based approach) as a neighborhood plan, staff will be able to not only identify neighborhood-preferred and supported infrastructure needs, but would significantly reduce time spent re-addressing the same issues and complaints citywide, while also providing a plan from which grant funding could be applied for and secured through traffic and road condition data collection, development of 10-15% engineering design for multi-modal improvements, traffic calming treatments, conceptual cost estimates, and a final plan which summarizes existing conditions, opportunities and challenges, and public engagement and prioritization completed during the planning process.

Consequences of Not Funding
Not funding this plan will result in continued resident and business owner complaints of undesirable road conditions and unsafe traffic issues.

Staff will be able to take the complaint and investigate on a case-by-case basis (with limited funding), however this will continue to be an ineffective means of addressing the root of neighborhood traffic calming and road safety problems and would not result in community-based priorities for addressing these issues. It is expected that over time with increasing population, this situation will become increasingly untenable.

Alternatives Considered
We have requested funding in the past for Citywide comprehensive traffic calming and public safety planning, however this has been rejected by the City Council in years past. Staff believes that a community-based neighborhood approach is the most effective way to address local safety and traffic calming and reduce the frequency and number of complaints through a comprehensive, more effective, and more equitable approach to serving the community resident needs.

Proposed roadway improvements would be addressed through existing Road fund.

Operation Impact
586
Pavement Preservation Program
CIP-01306
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: David Wong
P.M.: Christian Asuncion
Status: Council Review
Citywide
Project Location
Project Description
The City utilizes a Pavement Management Program (PMP) to repair and apply preventative maintenance treatment to local, collector and arterial streets. The PMP provides an ongoing condition assessment of City streets and recommends the streets to be selected for preventative maintenance and rehabilitation/reconstruction to cost effectively maximize pavement longevity. This is a citywide program that applies preventative maintenance treatments on various streets throughout the City to extend the life of existing roadways. Pavement maintenance activities consists of surface treatments such as slurry seals, microsurfacing or cape seals. Other improvements may consist of accessible curb ramps, crack sealing, base repairs and pavement delineation.

Estimated Start
Spring 2025
CIP Status
In Progress Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $2,000,000 $0 $0 $0 $0 $2,000,000 2039211 - Road Fund - SB1 $0 $0 $933,373 $1,000,000 $1,000,000 $1,000,000 $0 $3,933,373 Total Funding $0 $0 $2,933,373 $1,000,000 $1,000,000 $1,000,000 $0 $5,933,373 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Preventative maintenance is an important tool for extending the service life of pavements, with research showing that periodic inexpensive treatments are more economical than infrequent high cost treatments. The Pavement Preservation Program is responsible for maintaining City roadways in good condition to prevent further pavement deterioration.

Consequences of Not Funding
Further deferred maintenance and deterioration of the streets in the City.

Alternatives Considered
None.

This project is considered as a maintenance/preservation activity. If it is not performed, roads will continue to deteriorate until demolition and reconstruction is necessary to restore the roadways.

Operation Impact
587
Pavement Rehabilitation and Reconstruction Program
CIP-01307
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Reconstruction
Modification/Rehabilitation
Contact: David Wong
P.M.: Christian Asuncion
Status: Council Review
Citywide
Project Location
Project Description
The City utilizes a Pavement Management Program (PMP) to repair and apply preventative maintenance treatment to local, collector and arterial streets. The PMP provides an ongoing condition assessment of City streets and recommends the streets to be selected for preventative maintenance and rehabilitation/reconstruction to cost effectively maximize pavement longevity. This is a citywide program that rehabilitates and reconstructs various streets throughout the City to address pavement deferred maintenance.

Rehabilitation and reconstruction activities consists of the replacement of the pavement surface and/or structural layers. Other improvements may consist of installation of accessible curb ramps, replacement of curb and gutter, base repairs and pavement delineation.

Estimated Start
Winter 2025
CIP Status
In Progress Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $1,935,188 $5,000,000 $0 $0 $0 $6,935,188 2019211 - Road Fund - Gas
Tax
$0 $0 $0 $1,000,000 $1,000,000 $1,000,000 $0 $3,000,000 1109211 - Measure E Funds -
Road Rehabilitiation
$0 $0 $0 $0 $1,000,000 $1,000,000 $0 $2,000,000
Total Funding $0 $0 $1,935,188 $6,000,000 $2,000,000 $2,000,000 $0 $11,935,188 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
City streets are considered a critical transportation infrastructure necessary for the movement of goods and people throughout the City. The Pavement Rehabilitation and Reconstruction Program is responsible for improving roadways to good condition to ensure that the City has a safe and functional transportation system.

Consequences of Not Funding
Further deferred maintenance and deterioration of the streets in the City.

Alternatives Considered
None.

This project is considered as a maintenance/preservation activity. If it is not performed, roads will continue to deteriorate until demolition and reconstruction is necessary to restore the roadways.

Operation Impact
588
State Streets Community-Based Neighborhood Traffic Calming Plan CIP-01308
Community Development
Agency: City of West Sacramento | General (Fund 400)
Department:

Category:

Purpose:

Strategic Plan:

Contact: Jason McCoy
P.M.: Jimmy Fong
Status: Council Review
Project Location
Project Description
Estimated Start CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $225,000 $0 $0 $0 $225,000 Total Funding $0 $0 $0 $225,000 $0 $0 $0 $225,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Consequences of Not Funding
Alternatives Considered
Operation Impact
589
Michigan-Glide-West Capitol Community-Based Neighborhood Traffic Calming Plan CIP-01309
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Customer Service Model
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jimmy Fong
Status: Council Review
Michigan-Glide Neighborhood North of West Capitol Avenue, South of Capitol Corridor, west of Jefferson, East of I-80.

Estimated Start
Summer 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $225,000 $0 $0 $0 $225,000 Total Funding $0 $0 $0 $225,000 $0 $0 $0 $225,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
590
Project Justification
Complaints are currently addressed daily, often receiving several complaints about the same issue repeatedly, but with no funding or means to address those issues comprehensively, resulting in frustration from both residents and on the part of City staff that increasingly are subjected to hostility when multiple complaints are reported. These complaints, while citywide, are often more prevalent from affluent areas such as Southport as residents (as shown in the data) have the time or ability to report complaints more frequently despite living with infrastructure that was constructed more recently and with more contemporary design standards. This has resulted in reduced equity where city staff addresses more frequent reports, which is not necessarily an equitable approach to addressing needs citywide.

Consequences of Not Funding
Not funding this plan will result in continued resident and business owner complaints of undesirable road conditions and unsafe traffic issues.

Alternatives Considered
City staff have requested funding in the past for Citywide comprehensive traffic calming and public safety planning, however this has been rejected by the City Council in years past. Staff believes that a community-based neighborhood approach is the most effective way to address local safety and traffic calming and reduce the frequency and number of complaints through a comprehensive, more effective, and more equitable approach to serving the community resident needs.

Proposed roadway improvements would be addressed through existing Road fund.

Operation Impact
591
State Streets Community-Based Neighborhood Traffic Calming Plan CIP-01310
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Customer Service Model
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jimmy Fong
Status: Council Review
State Streets Neighborhood west of Jefferson Blvd., north of barge canal, south of I-80 Project Location
Project Description
The Transportation & Mobility Division receives an annual average of 288 transportation/road infrastructure complaints/requests annually across the City through West Sacramento Connect, in-person, by telephone, and through direct email. Issues cited include (but not limited to) high-speed traffic, cut-through traffic, streetlighting concerns, truck traffic management, signal/sign issues, unsafe crossings, excessive traffic volumes, etc.

To date, these requests have been received and addressed where possible on an individual basis, however for a majority of these concerns, funding is not available to evaluate, recommend, and implement traffic calming and public safety infrastructure improvements; and the list of requests continues to grow.

Estimated Start
Summer 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $225,000 $0 $0 $0 $225,000 Total Funding $0 $0 $0 $225,000 $0 $0 $0 $225,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
592
Project Justification
Complaints are currently addressed daily, often receiving several complaints about the same issue repeatedly, but with no funding or means to address those issues comprehensively, resulting in frustration from both residents and on the part of City staff that increasingly are subjected to hostility when multiple complaints are reported. These complaints, while citywide, are often more prevalent from affluent areas such as Southport as residents (as shown in the data) have the time or ability to report complaints more frequently despite living with infrastructure that was constructed more recently and with more contemporary design standards. This has resulted in reduced equity where city staff addresses more frequent reports, which is not necessarily an equitable approach to addressing needs citywide.

Consequences of Not Funding
Not funding this plan will result in continued resident and business owner complaints of undesirable road conditions and unsafe traffic issues.

Proposed roadway improvements would be addressed through existing Road fund.

Operation Impact
593
Decon Washer and Infrastructure upgrades at Fire Station 45 CIP-01311
Capital Projects
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Replacement
Contact: Jaipal Chahal
P.M.: Timothy Spinelli
Status: Council Review
Fire Station 45
Project Location
Project Description
The purpose of this project is to acquire and implement a Solo Rescue Decontamination Washer at the fire station to provide an effective, reliable solution for decontaminating personal protective equipment (PPE). This will reduce firefighters' exposure to harmful contaminants, promote longterm health, and ensure compliance with safety standards for PPE care.

Protect Long-Term Health: Mitigate health risks associated with prolonged exposure to toxins and carcinogens found in smoke and firefighting residues.

Extend PPE Lifespan: Implement a thorough cleaning process that minimizes wear and tear on PPE, contributing to the durability of these essential items.

Increase Operational Efficiency: Reduce the time needed to decontaminate equipment, allowing quicker turnover and availability of PPE for active duty.

Consequences of Not Funding
If the Solo Rescue Decontamination Washer is not funded, firefighters will face increased exposure to carcinogens and toxins, heightening health risks and potentially leading to long-term medical issues. This lack of effective decontamination will also accelerate PPE wear, driving up replacement costs, and could hinder equipment readiness for emergencies.

Alternatives Considered
none
Operation Impact
594
Southport Northeast Village Community-Based Neighborhood Traffic Calming Plan CIP-01312
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Customer Service Model
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jimmy Fong
Status: Council Review
Northeast Village in Southport
Project Location
Project Description
The Transportation & Mobility Division receives an average of 288 transportation/road infrastructure complaints/requests annually across the City through West Sacramento Connect, in-person, by telephone, and through direct email. Issues cited include (but not limited to) high-speed traffic, cut-through traffic, streetlighting concerns, truck traffic management, signal/sign issues, unsafe crossings, excessive traffic volumes, etc. To date, these requests have been received and addressed where possible on an individual basis, however for a majority of these concerns, funding is not available to evaluate, recommend, and implement traffic calming and public safety infrastructure improvements; and the list of requests continues to grow.

Estimated Start
Summer 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $225,000 $0 $0 $0 $225,000 Total Funding $0 $0 $0 $225,000 $0 $0 $0 $225,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
595
Project Justification
Complaints are currently addressed daily, often receiving several complaints about the same issue repeatedly, but with no funding or means to address those issues comprehensively, resulting in frustration from both residents and on the part of City staff that increasingly are subjected to hostility when multiple complaints are reported. These complaints, while citywide, are often more prevalent from affluent areas such as Southport as residents (as shown in the data) have the time or ability to report complaints more frequently despite living with infrastructure that was constructed more recently and with more contemporary design standards. This has resulted in reduced equity where city staff addresses more frequent reports, which is not necessarily an equitable approach to addressing needs citywide.

Consequences of Not Funding
Not funding this plan will result in continued resident and business owner complaints of undesirable road conditions and unsafe traffic issues.

Traffic and road condition safety improvements developed in a plan that directly addresses local neighborhood-based resident complaints received through West Sacramento Connect.

Operation Impact
596
Southport Northwest Village Community-Based Neighborhood Traffic Calming Plan CIP-01313
Community Development
City of West Sacramento | General (Fund 400)
Sustainable Customer Service Model
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Traffic Operations & Safety Improvements Study/Pre-Design Only
Contact: Jason McCoy
P.M.: Jimmy Fong
Status: Council Review
Southport NW Village
Project Location
Project Description
The Transportation & Mobility Division receives an average of 288 transportation/road infrastructure complaints/requests annually across the City through West Sacramento Connect, in-person, by telephone, and through direct email. Issues cited include (but not limited to) high-speed traffic, cut-through traffic, streetlighting concerns, truck traffic management, signal/sign issues, unsafe crossings, excessive traffic volumes, etc. To date, these requests have been received and addressed where possible on an individual basis, however for a majority of these concerns, funding is not available to evaluate, recommend, and implement traffic calming and public safety infrastructure improvements; and the list of requests continues to grow.

Estimated Start
2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $225,000 $0 $0 $0 $225,000 Total Funding $0 $0 $0 $225,000 $0 $0 $0 $225,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
597
Project Justification
Staff from the Transportation and Mobility Division processed, categorized, and summarized all transportation related West Sacramento Connect complaints/requests from the past 6 years (2019 – to-date 2024) relevant to the division. A memorandum summarizing the types of requests, locations of the requests, and corresponding Capital Improvement Projects (CIP) proposals and priorities was developed identifying requests from every neighborhood to study traffic safety concerns and make roadway improvements. A heat map showing these ongoing requests revealed distinct clusters of issues in five neighborhoods including: 1) Bryte-Broderick; 2) Michigan-Glide/West Capitol; 3) The State Streets; and Southport Villages East and West. By addressing these clustered areas of persistent roadway and traffic reported issues in a holistic and comprehensive way (and with a community-based approach) as a neighborhood plan, staff will be able to not only identify neighborhood-preferred and supported infrastructure needs, but would significantly reduce time spent re-addressing the same issues and complaints citywide, while also providing a plan from which grant funding could be applied for and secured through traffic and road condition data collection, development of 10-15% engineering design for multi-modal improvements, traffic calming treatments, conceptual cost estimates, and a final plan which summarizes existing conditions, opportunities and challenges, and public engagement and prioritization completed during the planning process.

Consequences of Not Funding
Not funding this plan will result in continued resident and business owner complaints of undesirable road conditions and unsafe traffic issues.

Proposed roadway improvements would be addressed through existing Road fund.

Operation Impact
598
Theater Lighting Controller - Council Chambers
CIP-01315
Public Works
City of West Sacramento | General (Fund 400)
City Facilities & Infrastructure Financing Strategy
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | City Hall
Replacement
Contact: Lorianne Landsaw
P.M.: Jaipal Chahal
Status: Council Review
Council Chambers, 2nd Floor, City Hall
Project Location
Project Description
The Council Chambers at City Hall currently has a 20-year old theatre lighting controller operating off a floppy disk. This lighting controller controls the lighting for the entire chamber.

Estimated Start
Winter 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2069038 - Cable TV Fund $0 $0 $150,000 $0 $0 $0 $0 $150,000 Total Funding $0 $0 $150,000 $0 $0 $0 $0 $150,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
A catastrophic failure occurred earlier in 2024. Due to the system being obsolete, used parts were sourced to make a temporary repair. In addition, when Chambers had the audio/visual system upgraded, the controller was so old that it could not be integrated with the new system, which limits the ability to adjust the lighting in the room during use. The lighting itself is antiquated fluorescent lamp systems and needs to be modernized. As the system is obsolete and cannot be replaced like for like, a new system with similar capabilities, which can also be integrated with the existing AV system, needs to be installed.

Consequences of Not Funding
If another catastrophic failure should occur, the Chamber would have no working lights until replacement parts can be sourced. As the parts are all second-hand, there is not a guarantee they can be located.

Alternatives Considered
There are no known alternatives at this time.

Measure O, Facilities
Operation Impact
599
New Fire Station 42 Relocation
CIP-01316
Capital Projects
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
New Construction
Contact: Jaipal Chahal
P.M.: Jai Chahal
Status: Council Review
Southport Area Current Station address 3585 Jefferson BLVD Project Location
Project Description
The City has identified a critical need to improve emergency response capabilities in the southern part of the city due to future development driving a notable increase in service call volume and extended response times. This project involves relocating an existing fire station 42 to a strategic site in the southern part of the city, optimizing fire and emergency medical services coverage for this growing area. The relocation will enhance response efficiency, reduce call response times, and provide timely emergency services to residents and businesses.

The proposed project will include a modern facility designed to support current and future operational needs, including:

Enhanced Facility Design - A new building that accommodates current staff and equipment, with space for future expansion as the area continues to grow.

Improved Infrastructure - Updated technology, energy-efficient systems, and upgraded facilities for emergency response, fire suppression, and administrative functions.

Accessibility and Community Integration - A central, accessible location that integrates with existing transportation routes to improve access and support mutual aid with neighboring stations.

Estimated Start
Summer 2027
CIP Status
Planned
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $0 $0 $2,500,000 $15,000,000 $17,500,000 Total Funding $0 $0 $0 $0 $0 $2,500,000 $15,000,000 $17,500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
600
Project Justification
Relocating the fire station to the southern part of the city is a vital public safety initiative in response to increasing service demands, longer response times, and anticipated future infrastructure changes. The current station’s location will be impacted by an upcoming road expansion project, which will require the existing station to be relocated. This future development not only limits the station’s long-term viability but also poses potential access and operational challenges for emergency vehicles. Additionally, the southern city area has and will continue to experience significant growth, resulting in higher call volumes that exceed current response capabilities. By relocating the station, the city can ensure faster response times and meet National Fire Protection Association (NFPA) standards, supporting quicker emergency medical and fire services to protect lives and property.

Consequences of Not Funding
If funding for the relocation is not approved, the city will face several critical consequences:

1. Increased Emergency Response Times: Without a station in the southern region, response times will continue to rise as call volumes grow.

Delays in emergency response may lead to higher rates of preventable injury, loss of life, and property damage.

2. Operational Disruptions Due to Road Expansion: The upcoming road expansion project will eventually make it unfeasible for the current station to operate in its existing location. This would necessitate an emergency relocation at a later date, likely at a higher cost and with greater logistical challenges than a planned, strategic move.

3. Reduced Emergency Service Availability: Longer response times and potential operational limitations due to road expansion may strain the city’s ability to meet NFPA response standards, leading to decreased community safety and potentially impacting the city’s ISO rating, which could increase insurance costs for residents and businesses.

Alternatives Considered
None
Operation Impact
601
Fire Station 42 New Apparatus Bay
CIP-01317
Capital Projects
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Replacement
Contact: Jaipal Chahal
P.M.:

Status: Council Review
Fire Station 42
Project Location
Project Description
The apparatus bay at station 42 is a steel frame structure which has 2 bays for fire vehicles. the building had reached its useful life and will need to be replaced
Estimated Start
Spring 2027
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $0 $0 $850,000 $0 $850,000 Total Funding $0 $0 $0 $0 $0 $850,000 $0 $850,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The building not only has reached its useful life, The apparatus bay at station 42 is experiencing several foundation issues causing the building to shift this increases tripping issues and makes the doors in the bays inoperable.

Consequences of Not Funding
Not funding this project could lead to increased response times and would jeopardize fire operations.

Alternatives Considered
Build a new fire station 42 in the southern portion of the City Operation Impact
602
Fire Station 44 Expansion Project
CIP-01318
Capital Projects
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
PS&E/Final Design Only
Contact: Jaipal Chahal
P.M.: Jai Chahal
Status: Council Review
Fire Station 44
Project Location
Project Description
Fire station 44 is embedded in one of the oldest parts of the city over the years the number of calls for fire personnel has increased in order to keep up with this demand an expansion of the station would need to occur this expansion would include a 4th bedroom, and create an area for the station's gym which currently in the apparatus bay.

Estimated Start
Spring 2027
CIP Status
New PA&ED/Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $0 $0 $300,000 $850,000 $0 $1,150,000 Total Funding $0 $0 $0 $0 $300,000 $850,000 $0 $1,150,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Designing the expansion of FS 44 is essential for fire operations Consequences of Not Funding
Not having an adequately sized station for future fire operations could impact response times .

Alternatives Considered
None
Operation Impact
603
Police Department Parking Lot Expansion
CIP-01320
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | General
Study/Pre-Design Only
Contact: Jaipal Chahal
P.M.: Jajmie Teske
Status: Council Review
550 Jefferson Blvd
Project Location
Project Description
The purpose of this project is to expand the police department's parking lot to alleviate capacity issues, allowing the department to accommodate additional staff, police vehicles, and future growth. The expansion will improve operational efficiency, accessibility, and response readiness.

Estimated Start
Spring 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$0 $0 $45,000 $0 $0 $0 $0 $45,000
Total Funding $0 $0 $45,000 $0 $0 $0 $0 $45,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The current parking lot at the police department is operating at maximum capacity, with no available spaces to accommodate additional staff or department vehicles. This limitation has become a significant operational challenge, affecting both daily police activities and emergency response readiness. With the department's growth in personnel and fleet, there is an immediate need for an expanded parking area to support these increased demands.

Consequences of Not Funding
Without funding for the parking lot expansion, the police department will continue to face parking shortages.

Alternatives Considered
Look into storing non critical equipment off site.

Operation Impact
604
Fire Station 45 Conference Room Upgrades
CIP-01321
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Modification/Rehabilitation
Contact: Jaipal Chahal
P.M.: Timothy Spinelli
Status: Council Review
Fire Station 45 2040 Lake Washington Blvd.

Project Location
Project Description
Currently there is a roll up window and built in desk in the community conference room at FS 45 that is obsolete and not utilized. This project would be to remove the roll up window, frame in the wall and add a view board so the room can have full functionality as a conference room.

Consequences of Not Funding
Not having a fully functional meeting space.

Alternatives Considered
None
Operation Impact
605
Fire Station 43 Apparatus Bay Interior and Building Exterior Painting and Enhancement CIP-01322
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Modification/Rehabilitation
Contact: Jaipal Chahal
P.M.: Jamie Teske
Status: Council Review
Fire Station 43
Project Location
Project Description
This project aims to revitalize and enhance the exterior of the Fire Station through a series of key improvements. The scope of work includes:

Painting: Repainting the Apparatus Bay interior and stations exterior walls, trim, and any visible metalwork to restore the station's professional appearance and protect surfaces from weather and wear. This will include selecting durable, weather-resistant paint to ensure long-lasting results that align with the station's branding and visibility requirements.

Light Fixture Repair: Inspection and repair of all exterior light fixtures to ensure proper functionality and adequate lighting for safety and security.

This may involve replacing broken or outdated fixtures and adding energy-efficient lighting solutions where needed.

Removal of Obsolete Equipment: Clearing out unused or obsolete equipment and materials that have accumulated around the station exterior.

This will improve accessibility, reduce clutter, and enhance the overall appearance of the station.

Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $115,000 $0 $0 $0 $0 $115,000 Total Funding $0 $0 $115,000 $0 $0 $0 $0 $115,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The Fire Station Exterior Improvement Project is essential for maintaining a professional, safe, and welcoming facility that reflects the station's commitment to the community. Regular upkeep, including painting and light fixture repair, will protect the building from weather-related damage and enhance safety for both staff and visitors. Removing obsolete equipment will improve the station’s appearance, creating a more organized and functional exterior. Accumulated obsolete equipment around the fire station creates confusion by cluttering the workspace, making it difficult for personnel and maintenance staff to distinguish between usable and outdated items. Together, these improvements will extend the station’s lifespan, reduce maintenance costs, and align the station with community standards.

Consequences of Not Funding
Without funding, the station’s exterior will continue to deteriorate, leading to higher future repair costs, safety risks from broken light fixtures.

Alternatives Considered
None
Operation Impact
606
Fire Station 45 HVAC Unit Replacement
CIP-01323
Capital Projects
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Replacement
Contact: Jaipal Chahal
P.M.:

Status: Council Review
Fire Station 45
Project Location
Project Description
The purpose of this project is to replace HVAC units that have reached the end of their useful life, ensuring continued comfort, energy efficiency, and reliable performance for building occupants. The project involves the removal and disposal of HVAC units and the installation of new units.

These new units will improve air quality, reduce energy consumption, and provide consistent heating and cooling, in line with current standards and sustainability goals.

Estimated Start
Summer 2026
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $155,000 $0 $0 $0 $0 $155,000 Total Funding $0 $0 $155,000 $0 $0 $0 $0 $155,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The HVAC unit replacement project is essential due to the aging systems’ decreased efficiency, higher maintenance costs, and frequent breakdowns, which impact occupant comfort and operational costs. New, energy-efficient units will improve reliability, reduce utility expenses, enhance indoor air quality, and align with sustainability goals by lowering the building’s carbon footprint. This investment will ensure a comfortable, healthy, and efficient environment while reducing the strain on maintenance resources and meeting current regulatory standards.

Consequences of Not Funding
Having a catastrophic failure of a unit will cause the city to enter into a emergency contract and could displace fire personnel Alternatives Considered
None
Operation Impact
607
Police Department HVAC Unit Replacement
CIP-01324
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | General
Replacement
Contact: Jaipal Chahal
P.M.: Jamie Teske
Status: Council Review
550 Jefferson Blvd.

Project Location
Project Description
This project involves the replacement of over 18 small rooftop HVAC units serving the Police Department building. Due to the age of the units and increased maintenance requirements, many of these systems are failing, reducing operational efficiency and climate control capabilities within the building. Unlike other municipal buildings, the Police Department facility does not use a central HVAC system, and structural limitations on the rooftop load preclude the installation of such a system.

The proposed project will replace the existing units with new, efficient models designed to meet current load requirements and integrate all units into a centralized controls system. This integration aims to enhance energy management, reduce operational costs, and streamline climate control within the facility. The centralized controls system will provide improved monitoring, scheduling, and maintenance tracking across each unit, ensuring optimized performance and easier troubleshooting.

Upon completion, the project will result in increased reliability, lower energy consumption, and a more cohesive management approach for the facility's HVAC needs, ensuring that the Police Department maintains a comfortable and controlled environment for staff and visitors.

Estimated Start
Summer 2025
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1129910 - Measure O Funds $0 $0 $250,000 $0 $0 $0 $0 $250,000 Total Funding $0 $0 $250,000 $0 $0 $0 $0 $250,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The Police Department’s HVAC units are beyond their service life, resulting in frequent failures and costly maintenance. As the building’s design cannot support a centralized HVAC system, replacing the outdated units with modern, energy-efficient models is essential. Integrating these units into a centralized controls system will allow for better energy management, operational oversight, and maintenance scheduling, ultimately reducing costs and improving indoor air quality. This project is crucial for maintaining a reliable, comfortable environment in a critical facility, ensuring the well-being of personnel and the public they serve.

Consequences of Not Funding
Failure to fund this project will result in continued breakdowns of the aging HVAC units, leading to frequent disruptions in temperature control within the Police Department building
Alternatives Considered
none
Operation Impact
608
Sewer System Management Plan Update
CIP-01338
Capital Projects
City of West Sacramento | Sewer (Fund 502)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Sewer | General
Study/Pre-Design Only
Contact: David Wong
P.M.: Amber Wallace
Status: Council Review
Citywide
Project Location
Project Description
The Sewer System Management Plan is a declaration of how the City will operate and maintain their collection system. The Water Board requires that the Sewer System Management Plan be evaluated for compliance, implementation and effectiveness while address system resilience.

Elements to be considered in that plan include compliance, implementation, effectiveness, key performance indicators, resilience and enforcement considerations.

The Statewide Sanitary Sewer Systems General Order (Order 2022-0103-DWQ) regulates sanitary sewer systems designed to convey sewage.

Sewage is untreated or partially treated domestic, municipal, commercial and/or industrial waste that contains high levels of bacteria, viruses, oils, grease and other harmful pollutants. Sewage spilled from a sanitary sewer system may threaten public health and the environment.

Estimated Start
Spring 2025
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5019410 - Sewer Enterprise
Fund
$0 $0 $200,000 $0 $0 $0 $0 $200,000
Total Funding $0 $0 $200,000 $0 $0 $0 $0 $200,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Through this General Order, the State Water Board requires the City to comply with federal and state prohibitions of discharge of sewage and to proactively operate and maintain resilient sanitary sewer systems to prevent spills. This includes performing an update to the Sewer System Management Plan in 2025.

Consequences of Not Funding
Noncompliance with requirements of this General Order constitutes a violation of the Water Code and is grounds for an enforcement action by the State Water Board.

Alternatives Considered
None
This project identifies future O&M needs.

Operation Impact
609
City Hall Carpet Replacement (2nd/3rd Floors)
CIP-01339
Public Works
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | City Hall
Replacement
Contact: Lorianne Landsaw
P.M.: Schawn Franklin
Status: Council Review
City Hall 2nd and 3rd Floors
Project Location
Project Description
The carpeted areas in the main walkways of the second and third floors in City Hall needs to be replaced.

Estimated Start
Summer 2025
CIP Status
New PS&E/Final Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2089910 - General Facilities
Fund
$0 $0 $50,000 $0 $0 $0 $0 $50,000
Total Funding $0 $0 $50,000 $0 $0 $0 $0 $50,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Carpet in high traffic areas has a typical lifespan of 8-10 years, depending on level of foot traffic and maintenance. The carpets on the second and third floors are currently showing significant signs of wear and tear, including fraying, worn out patches, and seam separation.

Consequences of Not Funding
The carpets on the second and third floors have deteriorated to the point where they have become a tripping hazard, which could lead to serious injury by a City employee or visitor.

Alternatives Considered
Replacement is the only available option at this time, as they cannot be stretched or otherwise smoothed out.

Operation Impact
610
Bryte Pump Station Roof Repair
CIP-01340
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Replacement
Contact: Lorianne Landsaw
P.M.: Schawn Franklin
Status: Council Review
Bryte Pump Station
Project Location
Project Description
Water pumping stations are devices that can be used to move water from one location to another without the direct involvement of people or animals. This pump station is used to circulate water in treatment systems.

Consequences of Not Funding
Lack of a functioning roof at this pump station will lead to a higher frequency of equipment issues and put water distribution for the north side of the City in jeopardy.

Alternatives Considered
Additional patching of the roof.

Operation Impact
611
Grand Gateway Master Plan Update
CIP-11026
Economic Development & Housing
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Economic Development | General
Pre-Development Activities
Contact: Traci Michel
P.M.: Katie Yancey
Status: Council Review
The Grand Gateway Master Plan area is comprised of six City-owned properties (parcel numbers 008-150-033, -066, -067, 067-330-002, -017, and - 030), one previously owned-City property (parcel number 067-330-029) and excess City-owned public right-of-way along West Capitol Avenue and Tower Bridge Gateway.

Project Location
Project Description
In 2013, the City prepared the Grand Gateway Master Plan. The purpose of this advisory document was to cohesively plan these fringe properties with a portion of the site associated with but not completely belonging to the adjacent Central Business District, Bridge District, and Washington neighborhood. The document contains design details aimed at establishing site development standards and design guidelines that will lead to attractive, compact mixed-use development laid out in a highly functional, pedestrian-orientated setting. The document contains standards for the direct specific treatments to the public and quasi-public spaces and the uses and forms of the site’s buildings. This request would update this document and transform the document from an advisory, non-binding document into a planned development overlay with environmental clearance.

Estimated Start CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1069020 - Gen C.I. Spec Tax
(Measure G)
$120,000 $0 $130,000 $0 $0 $0 $0 $250,000
External - Grants | State $0 $67,000 ($7,000) $0 $0 $0 $0 $60,000 Total Funding $120,000 $67,000 $123,000 $0 $0 $0 $0 $310,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
In 2018, the City completed almost all of the public infrastructure improvements for the Grand Gateway Master Plan area. The amendment to the document would complete the planning work for the remaining public improvements, codified the development standards, and would position the properties to be developed by a private party following a solidification and execution of a disposition and development agreement.

Consequences of Not Funding
This additional analysis is necessary to ensure quality responses to the solicitation for development proposal and to ensure that the City's development objectives are clearly articulated to any potential developer. With this amendment to the document and its associated environmental clearance the City would be best positioned to receive the most feasible alternatives that adhere the City's desired outcomes.

Alternatives Considered
1) Do not amend the plan and issue the request for proposals. This alternative would not achieve the desire outcomes for either the solicitation or the development of the properties. Additionally, it would not render the sites completely shovel-ready which would fail to realize the existing investment in area's new public infrastructure.
2) Incorporate the amendment into the Washington Specific Plan update. The alternative would delay the solicitation time frame. The specific plan update is not scheduled to be complete until mid-2020. Additionally, the specific plan will lack site specific details related to development phasing, parking, public participation, and parks and/or public art elements.

Operation Impact
612
Traffic Signal Centracs Controller Phase 2 Interconnect Construction CIP-12024
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Signals and Lighting
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Joshua Bailey
Status: Council Review
Citywide locations
Project Location
Project Description
This project would provide for the interconnect of traffic signal controllers associated with Phase 2 of the Centracs Traffic Signal Controller installations. The new controllers will provide the ability to communicate remotely with all signals throughout the City, however, some type of communication medium will be necessary to actually connect with the Phase 2 traffic signal controllers. These communication mediums could be hard-wired such as fiber optic or it could be some type of wireless technology. The Phase 2 controllers have already been purchased and installed. The phase 2 purchase completes the installation of Centracs traffic controllers at all traffic signals in the City. The Phase 1 purchase of Centracs controllers and interconnect is also complete. However, without this interconnect project for the signals associated with the Centracs Traffic Signal Controller Installation Phase 2 project, the controller installations will be extremely limited. This project is necessary for communication with the signals remotely.

Estimated Start
Summer 2024
CIP Status
Planned Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2019211 - Road Fund - Gas
Tax
$0 $0 $750,000 $0 $0 $0 $0 $750,000
1079910 - One Time General
Fund
$0 $0 ($741,040) $0 $0 $0 $0 ($741,040)
Total Funding $0 $0 $8,960 $0 $0 $0 $0 $8,960
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Without this interconnect project for the signals associated with the Centracs Traffic Signal Controller Installation Phase 2 project, the controller installations will be extremely limited. This project is necessary for communication with the signals remotely.

Consequences of Not Funding
Without this interconnect project for the signals associated with the Centracs Traffic Signal Controller Installation Phase 2 project, the controller installations will be extremely limited. This is a necessary component of that project.

Alternatives Considered
Do nothing with either project, however, that continues to leave the City with an antiquated traffic signal system throughout the City.

O&M impacts will be minimal for fiber optic cables to all signals throughout the City. There will ongoing maintenance associated with all traffic signals throughout the City. The Road Fund is the appropriate location for this funding, however, Measures E and K would also be appropriate along with the General Fund.

Operation Impact
613
Emergency Vehicle Preemption (EVP) System
CIP-12026
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Signals and Lighting
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Josh Bailey
Status: Council Review
Citywide at all traffic signal locations
Project Location
Project Description
Traffic Signal GPS Emergency Vehicle Preemption (EVP) is a highly secure radio-enabled system that produces unmatched precision and superior management capabilities that allows our Fire and Police departments to respond quickly and safely to emergency situations. Some of the capabilities of this system are:
1) Safety - a reduction of intersection crash rates by up to 70 percent, 2) Responsiveness - improved response times by up to 25 percent, 3) Visibility - accommodation of hills/curves/extended distances without additional detectors 4) Efficiency - the ability to activate signal preemption based on estimated time of arrival or distance.

The GPS EVP systems will be installed at all traffic signal-controlled intersections throughout the City over a five-year period.

Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $250,000 $1,250,000 $0 $0 $0 $0 $1,500,000
1129910 - Measure O Funds $0 $0 $500,000 $0 $0 $0 $0 $500,000 Total Funding $0 $250,000 $1,750,000 $0 $0 $0 $0 $2,000,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The City of West Sacramento’s Emergency Vehicle Preemption system has an existing Infrared Opticom system that relies on “line of site”. This system requires heavy maintenance and operation support and has several moving parts that can essentially break down. Installing the upgraded GPS EVP System will reduce the O&M costs along with improving the responsiveness from emergency vehicles (Police & Fire). Police and Fire are extremely supportive of moving to the GPS EVP system at all traffic signals.

Consequences of Not Funding
The City will continue to utilize its old unreliable Opticom system. Safety and response time will continue to suffer.

Alternatives Considered
The City of West Sacramento’s Emergency Vehicle Preemption system has an existing Infrared Opticom system that relies on “line of site”. This system requires heavy maintenance and operation support and has several moving parts that can essentially break down. Installing the upgraded GPS EVP System will reduce the O&M costs along with improving the responsiveness from emergency vehicles (Police & Fire).

Operation Impact
614
Sidewalks & Transportation Equity Program (STEP)
CIP-14056
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Bicycle, Pedestrian & Trail Facilities PA&ED/Design Only
Contact: David Wong
P.M.:

Status: Council Review
Citywide
Project Location
Project Description
Per the 2021 West Sacramento Mobility Action Plan (MAP) and the 2020 Joint Mayors' Commission on Climate Change, West Sacramento is seeking a 30% mode shift to active transportation by 2030, and 40% by 2045. Achieving these goals requires prioritization of pedestrians.

Significant existing sidewalk gaps/deficiencies are currently concentrated in the City’s most severely disadvantaged communities. To ensure equitable outcomes in the future, the City must comprehensively understand where pedestrian/sidewalk deficiencies exist and develop a funding strategy that prioritizes pedestrian enhancements in neighborhoods where residents rely on pedestrian infrastructure most.

The City currently lacks a complete inventory of existing sidewalk assets, as well as staff capacity to collect this data independently. This data collection, analysis and policy development is critical to establishing an equitable approach for the development of a Sidewalk Program.

This STEP initiative will complete the following:
• Citywide Sidewalk Inventory & Assessment
o Data Collection (database for GIS/Asset Management systems) • Define Individual Projects (Cost Estimates, Utility/Drainage Considerations) • Develop/Apply Project Prioritization Framework
• Complete 30% Design/Conceptual Drawings
Midyear FY24/25 - Project scope and budget is being revised to include preliminary engineering and environmental clearance of the top five priority projects listed in the STEP Plan. The City has applied for grant funding to advance the PA/ED phase of these priority projects. Should the grant be awarded then all five priority projects will be advanced through the PA/ED phase. If the grant pursuit is unsuccessful then the funding programmed for local match will be used to advance priority projects as funding allows.

Estimated Start
Spring 2023
CIP Status
In Progress PA&ED/Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | State $0 $258,410 $0 $0 $0 $0 $0 $258,410 1119375 - Measure N Funds -
Community Investment
$0 $82,070 $0 $0 $0 $0 $0 $82,070
External - Grants | Federal $0 $0 $2,005,096 $0 $0 $0 $0 $2,005,096 1119020 - Measure N Funds -
Inclusive Economic
Development
$0 $0 $501,274 $0 $0 $0 $0 $501,274
Total Funding $0 $340,480 $2,506,370 $0 $0 $0 $0 $2,846,850 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
615
Project Justification
The full application submitted to the 2021/22 Caltrans Sustainable Transportation Planning Grant program, which discusses in detail the proposed scope and justification for the West Sacramento Sidewalks & Transportation Equity Program (STEP) is included as an attachment to this CIP for reference. Without a comprehensive view of the existing network needs, it is impossible for the City to holistically or equitably determine which sidewalk projects to prioritize, or what the actual resources needed will be to address this problem. By completing this work, the City will be able to equitably prioritize sidewalk gap closures and repairs in neighborhoods where residents rely on walking for daily trips most often, which will help enhance safety, connectivity, and accessibility for those residents. In addition, the identification and prioritization of sidewalk repair and gap closure projects will provide baseline information to help in achieving the City’s mode Resolution 21-37 STEP Grant Local Match shift and sustainability targets. Funding and implementation of these projects will depend on a number of factors, which will be analyzed and a strategy developed under this initiative. The City Council adopted Resolution 21-37 at their August 18, 2021 Council meeting.

Caltrans has awarded the City $258,410 in state funding through City executing a grant agreement and meeting the local match requirement of

11.47%, or $33,481 and an additional $48,589 for contingency, both appropriated from the Measure N – Community Improvements category. By leveraging these funds, the City will receive the additional funding resources necessary to complete this work and fill the gaps in the current transportation database, making it possible to conduct more comprehensive analyses moving forward.

Midyear FY24/25 - Delete reference to state funding in the amount of $258,410. State grant has been successfully utilized to develop and adopt the STEP Plan.

Consequences of Not Funding
The STEP program is currently in-progress. If left unfunded, the program will stop, will not be implemented, and the benefits of the initiative will not be realized. In addition, the City will be giving up a $258,419 state grant specifically for the STEP initiative and will likely be left ineligible for future awards for a period of time due to the return of grant funds.

Midyear FY24/25 - Delete reference to giving up $258,419 in state grant. State grant has been successfully utilized to develop and adopt the STEP Plan.

Alternatives Considered
None
Not applicable
Operation Impact
616
West Capitol Ave. Regional Connection Bike/Ped Safety Improvements CIP-14057
Capital Projects
Agency: City of West Sacramento | General (Fund 400)
Department:

Category:

Purpose:

Strategic Plan:

Transportation | Bicycle, Pedestrian & Trail Facilities New Construction
Contact: Peter Ibrahim
P.M.: Jason McCoy
Status: Council Review
The Project will:
- Add delineators to the painted buffered bike lanes on West Capitol between I-80 and Jefferson Blvd; - Restripe Class II facilities along West Capitol/Grand Avenue between Jefferson Blvd and Tower Bridge Gateway (TBG) to increase visibility and improve safety;
- Add new Class II bicycle facilities along Westacre Road between West Capitol Avenue and South River Road; and - Intersection improvements on West Capitol Avenue between Jefferson Blvd and TBG; Westacre Road at Merkley Avenue, Willow Avenue, and Evergreen Avenue; TBG at the River Walk Trail; and 15th Street and Jefferson Blvd to increase visibility and improve safety.

Project Location
Project Description
The City recently completed the West Capitol Ave Safety Enhancement & Road Rehabilitation Project, which improved the Class II bicycle facility between I-80/Yolo Causeway and Jefferson Blvd. The City’s desired outcome is to develop West Capitol Ave into a low-stress regional corridor that encourages all modes of transportation. The Project will improve safety along the City’s most dangerous bike routes and add to the low-stress network. A bike network is only useful when it provides a continuous, low stress connections. The improvements to Westacre Road will provide a safe north-south connection through the U.S. 50 underpass and shift cyclists and pedestrians away from Jefferson Boulevard. Intersection pavement and flashing beacons
will create highly visible crosswalks, bringing vibrancy and creating a sense of place while slowing down vehicular traffic.

Estimated Start
Spring 2024
CIP Status
Planned Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Other
Agencies
$0 $44,000 $691,000 $0 $0 $0 $0 $735,000
1109531 - Measure E Funds -
Bikes/Peds/Trails
$0 $30,000 $346,000 $0 $0 $0 $0 $376,000
2059211 - Traffic
Improvement Fund (TIF)
$0 $0 $83,100 $0 $0 $0 $0 $83,100
Total Funding $0 $74,000 $1,120,100 $0 $0 $0 $0 $1,194,100 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
617
Project Justification
This project is partially funded through a $735,000 grant award from SACOG. Total project cost is $831,000 + Contingency and staff time. It is of critical importance to the City to provide additional safety improvements within a SB 535 Disadvantaged Community Zone and low-income community along some of the highest collision streets within the City. This project will further the City’s connected network of safe and low-stress bicycle and pedestrian facilities, encouraging more people to bike and walk.

Consequences of Not Funding
We have already received a grant award of $735,000. If local match, contingency and staff time are left unfunded, we will be required to decline grant funds and leave West Capitol Avenue unfinished.

Alternatives Considered
none.

Operation Impact
618
State Streets Pavement Rehabilitation and Sidewalk Project CIP-15042
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Reconstruction
Modification/Rehabilitation
Contact: David Wong
P.M.: Amber Wallace
Status: Council Review
State Streets area bounded by 15th Street on the north, Jefferson Blvd on the east, Stone Blvd on the south, and Park Blvd on the West.

Project Location
Project Description
Design and construction of road rehabilitation project on all the roads within the boundaries identified above. Also included are pedestrian curb ramps, and curb and gutter. The road rehabilitation work is much more extensive than originally thought and additional funding is needed to address the condition of the road. In addition, installation of conduit for future broadband use will be incorporated into the scope of work.

Midyear FY24/25 - Project scope updated to include replacement of damaged concrete sidewalk to resolve trip hazards. Project title revised to include sidewalk.

Estimated Start
Spring 2025
CIP Status
In Progress Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2039211 - Road Fund - SB1 $4,100,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $6,100,000 1109211 - Measure E Funds -
Road Rehabilitiation
$1,100,000 $0 $717,000 $1,980,000 $0 $0 $0 $3,797,000
1079910 - One Time General
Fund
$0 $0 $2,620,000 $0 $0 $0 $0 $2,620,000
Total Funding $5,200,000 $1,000,000 $4,337,000 $1,980,000 $0 $0 $0 $12,517,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
According to the most recent Pavement Management Program report, the roads in this area are categorized as poor and very poor.

Midyear FY24/25 - Justification added for updated scope of work. Replacement of uplifted or damaged concrete sidewalk is necessary to remove trip hazards and maintain accessible sidewalks along the pedestrian path of travel as required by the Americans with Disabilities Act.

Consequences of Not Funding
Roadways will continue to deteriorate and will be considerably more expensive to rehabilitate in the future.

Midyear FY24/25 - Consequences added for updated scope of work. Trip hazards will remain within the State Streets neighborhood and sidewalk will be considered as out of compliance by the Americans with Disabilities Act.

Alternatives Considered
To not construct project. The roadways will continue to deteriorate and will be considerably more expensive to rehabilitate in the future.

This project is specifically addressing deferred maintenance by performing reconstruction and heavy maintenance on most of the streets in the State Streets neighborhood. The project will restore the roads to a point that normal maintenance activities can take place through the Neighborhood Preservation Program, i.e., receiving a slurry seal every ten years.

Operation Impact
619
Washington and Broderick Lighting and Safety Improvement Project CIP-15053
Capital Projects
City of West Sacramento | General (Fund 400)
Previous Years Priorities
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Bicycle, Pedestrian & Trail Facilities New Construction
Contact: Peter Ibrahim
P.M.:

Status: Council Review
Washington and Broderick neighborhood
Project Location
Project Description
The Washington and Broderick Lighting and Safety Improvement Project will improve pedestrian safety and driver visibility throughout the Washington and Broderick neighborhoods by replacing and updating street and traffic lights, in addition to installation of some security cameras.

Estimated Start CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total External - Grants | Federal $544,423 $400,000 $6,206 $0 $0 $0 $0 $950,629 Total Funding $544,423 $400,000 $6,206 $0 $0 $0 $0 $950,629 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The Washington and Broderick Lighting and Safety Improvement Project meets the CDBG Low/Mod Area Benefit Objective because it will primarily benefit the low-income residents of Census Tract 101.01 and will improve pedestrian safety and driver visibility throughout the Washington and Broderick neighborhoods
Consequences of Not Funding
This project is being recommended in the City’s 2020 CDBG Annual Action Plan. If the majority of funds are not spent by July 2022, the City risks losing future CDBG allocations and may become ineligible for the CDBG entitlement program.

Alternatives Considered
Recommend allocating funds to another activity. Staff does not recommend this because the Washington and Broderick Lighting and Safety Improvement Project meets Consolidated Plan Goal #2 and funds can be expended immediately Operation Impact
620
Arterial Street Pavement Repair Program
CIP-17021
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: David Wong
P.M.:

Status: Council Review
Citywide on arterial streets - Likely locations include Southport Parkway, Jefferson Blvd, Industrial Blvd, Harbor Blvd, Sacramento Ave, Reed Road Project Location
Project Description
This project would involve pavement repair associated with failed pavement throughout the City on arterial streets. Specific construction would include pavement dig-out, reconstruction of base material, repaving, re-striping and provision of shoulder backing where required.

Midyear FY24/25 - Arterial Street Pavement Repair is being eliminated to utilize best pavement management practices by being holistic in selecting streets citywide for treatment instead of limiting pavement repair to only neighborhoods. Scope of work and budget of this project is being transferred into a new project, Pavement Rehabilitation and Reconstruction Program, that will apply treatments throughout the City.

Estimated Start
2021
CIP Status
In Progress
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$1,250,000 $300,000 $0 $0 $0 $0 $0 $1,550,000
1089211 - Measure K Funds -
Roads
$0 $250,000 $0 $0 $0 $0 $0 $250,000
Total Funding $1,250,000 $550,000 $0 $0 $0 $0 $0 $1,800,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This project addresses the Community Investment Program portion of the City's Pavement Management Program Implementation, a top priority of the Management Agenda within the City Council's 2019 Strategic Plan.

Pavement sections on arterial streets throughout the City have been failing at an alarming rate. Reasons include heavy truck traffic, roads built to a lessor standard than what is now required for the traffic, and deferred maintenance. Citizen complaints are common and expected to increase as more pavement fails. As more pavement fails without adequate repairs, the long term cost increases exponentially as the "fix" becomes the complete replacement of streets rather than just routine maintenance. In addition, economic development is slowed because incoming commerce expects to have streets that are in good condition. This project will address arterial streets throughout the City where pavement has failed and is in the most need of repair based on traffic volumes, truck traffic, safety needs, and other related criteria.

Consequences of Not Funding
The street sections that have failed throughout the City will continue to deteriorate and the cost to repair them will increase exponentially.

Citizen complaints will increase and economic development along corridors with failed pavement will be negatively affected.

Alternatives Considered
1) Doing nothing, which at this point is really not an option. 2) Reconstructing entire streets which is prohibitively expensive.

Operation Impact
621
Neighborhood Pavement Preservation Program
CIP-17026
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Maintenance Program & Surface Improvements Modification/Rehabilitation
Contact: David Wong
P.M.:

Status: Council Review
As part of the establishment of the Neighborhood Preservation Program in 2019, the City was split into ten areas. One area of the City will be chosen annually based on specific criteria including condition of the roadways in the area, the last time any treatments were done to the pavement in the area, and how much benefit will be provided by applying a pavement treatment in an area in that year.

Project Location
Project Description
The Neighborhood Preservation Program will provide a surface treatment in one of ten areas of the City on an annual basis. Over the ten year period, all areas of the City will receive some type of pavement treatment on the neighborhood streets. The pavement treatments will include slurry seals, chip seals, cape seals or some other type of pavement treatment. New pavement striping will also be included. The purpose of these treatments is to preserve the pavements thereby extending their useful lives and reducing costs over the lifecycle of the pavements.

Midyear FY24/25 - Neighborhood Pavement Preservation Project is being eliminated to utilize best pavement management practices by being holistic in selecting streets citywide for treatment instead of limiting pavement preservation to only neighborhoods. Scope of work and budget of this project is being transferred into a new project, Pavement Preservation Program, that will apply pavement preservation throughout the City.

Estimated Start
2020
CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1109211 - Measure E Funds -
Road Rehabilitiation
$500,000 $2,121,360 $0 $0 $0 $0 $0 $2,621,360
1079910 - One Time General
Fund
$0 $250,000 $0 $0 $0 $0 $0 $250,000
1089211 - Measure K Funds -
Roads
$0 $16,196 $0 $0 $0 $0 $0 $16,196
2039211 - Road Fund - SB1 $0 $0 $0 $0 $0 $0 $0 $0
Total Funding $500,000 $2,387,556 $0 $0 $0 $0 $0 $2,887,556 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
This project addresses one of the two main programs of the City's Pavement Management Program Implementation, "Neighborhood Pavement Preservation." The other "Community Investment Program" addresses the arterial street network and includes other projects in the CIP.

Pavement Management Program Implementation is listed as a Top Priority in the Management Agenda portion of the City Council's 2019 Strategic Plan.

Consequences of Not Funding
Further deferred maintenance and deterioration of the neighborhood streets in the City.

Alternatives Considered
Do nothing which leads to further deferred maintenance and deterioration of the neighborhood streets in the City.

This project is considered as a maintenance/preservation activity. If it is not performed, roads will continue to deteriorate until demolition and reconstruction is necessary to restore the roadways.

Operation Impact
622
Pavement Management System Update 2023
CIP-17027
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Maintenance Program & Surface Improvements Study/Pre-Design Only
Contact: Peter Ibrahim
P.M.: Ryan Teves
Status: Council Review
Citywide
Project Location
Project Description
In 1991 the City of West Sacramento first established a Pavement Management System (PMS) to help identify, track, and prioritize roadway maintenance, rehabilitation, and preservation improvements. Updates to the PMS were accomplished in 1999, 2005, 2013 and 2018. Over the years, the scope of street pavement rehabilitation projects has expanded as mandated by regulation and policy, to include improvements related to ADA compliance and complete streets emphasizing friendlier bicycle and pedestrian facilities. Further, an up-to-date PMS is now required to be eligible for federal and state street maintenance and preservation grants.

Implementation of the PMS has guided the City in its prioritization of much-needed road maintenance, rehabilitation and preservation and have highlighted the need for additional funding to properly maintain the City's roadways. In the last PMS update in 2018, the average Pavement Condition Index (PCI) was 60. 60 is in the "fair" category, however, many City roads were well below 60 rating with 30% in the poor or failed category. More recently, the City has been receiving numerous pothole complaints and experiencing pavement failures on a variety of its streets.

Winter storms combined with high levels of truck traffic have resulted in issues on many of the City's arterial streets.

Estimated Start CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2019211 - Road Fund - Gas
Tax
$0 $180,000 $15,000 $0 $0 $0 $0 $195,000
Total Funding $0 $180,000 $15,000 $0 $0 $0 $0 $195,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The last Pavement Management System (PMS) update was accomplished in 2018. PMS updates are required every five years to be eligible for federal and state grants for street construction, preservation and maintenance. In addition, an up-to-date PMS is necessary to guide the City in its prioritization of much-needed road preservation and maintenance. In the last PMS update in 2018, the average Pavement Condition Index (PCI) was 60. 60 is in the "fair" category, however, many City roads were well below 60 rating with 30% in the poor or failed category. More recently, the City has been receiving numerous pothole complaints and experiencing pavement failures on a variety of its streets. Winter storms combined with high levels of truck traffic have resulted in issues on many of the City's arterial streets.

Consequences of Not Funding
The City will not be eligible to receive federal and state grants for street construction, preservation and maintenance. In addition, an up-to-date PMS is necessary to guide the City in its prioritization of much-needed road preservation and maintenance. Not having an up-to-date PMS will prevent the City from using a data-based approach to prioritization of much-needed road preservation and maintenance.

Alternatives Considered
Delaying this work will lead to delay of improvement work to roads.

This is a study of the pavement condition of all City streets. The results of the study will inform maintenance, preservation and reconstruction of City streets, thereby addressing the costs of deferred maintenance which plague most of the City streets.

Operation Impact
623
Non-Arterial Street Pavement Rehabilitation/Construction Program CIP-17028
Capital Projects
City of West Sacramento | General (Fund 400)
Core Services/Operations Functions Growth & Funding
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Transportation | Street Reconstruction
Replacement
Contact: David Wong
P.M.: Christian Asuncion
Status: Council Review
Throughout the City on non-arterial streets where pavement doesn't exist or is in such poor condition that complete reconstruction is necessary, rather than preservation or rehabilitation techniques.

Project Location
Project Description
Construction of non-arterial streets where pavement does not exist or complete reconstruction of pavements on non-arterial streets when they are in such poor condition that preservation or rehabilitation techniques are not possible.

Midyear FY24/25 - Non-Arterial Street Pavement Repair is being eliminated to utilize best pavement management practices by being holistic in selecting streets citywide for treatment instead of limiting pavement repair to only neighborhoods. Scope of work and budget of this project is being transferred into a new project, Pavement Rehabilitation and Reconstruction Program, that will apply treatments throughout the City.

Estimated Start
Summer 2024
CIP Status
New
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1119375 - Measure N Funds -
Community Investment
$0 $0 $0 $0 $0 $0 $0 $0
2019211 - Road Fund - Gas
Tax
$0 $0 $0 $0 $0 $0 $0 $0
Total Funding $0 $0 $0 $0 $0 $0 $0 $0
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
624
Project Justification
The City currently has a series of programs to address pavement rehabilitation and reconstruction. These include the Neighborhood Pavement Preservation Program, which addresses preservation of pavement on neighborhood streets typically with light surface treatments such as slurry seals; the Arterial Street Pavement Repair Program, which provides dig-out types of repairs on arterial streets, and which are considered temporary until more extensive reconstruction work can be performed on the arterial street; and the Arterial Street Community Investment Program which focuses on the reconstruction of major arterial streets and quite often includes items such as a Complete Streets element (examples include the recent West Capital Ave project and the upcoming Port Area Infrastructure and Complete Streets project). In addition, there is the normal street maintenance (filling of potholes) that is performed by City Public Works O&M staff. Further, the On-Call Arterial Street Pavement Repair program is available to assist Public Works staff in the repair of potholes on arterials when the work is beyond their expertise or if they require additional staff to accomplish the work. Although these programs are significant in the work that is accomplished on various streets throughout the City, there is one category that is missing, that being non-arterial streets where pavement doesn't exist or where the pavement is in such poor condition that complete reconstruction is necessary, rather than preservation or rehabilitation techniques. The purpose of this proposed project/program is to address this missing category in which the City receives many complaints on an annual basis. The amount of funding proposed for the program is inadequate but will be a start in building a more robust program to address these issues in the future.

Consequences of Not Funding
The situation of having non-arterial streets within the City with either no pavement or with severely deteriorated pavement will continue to exist.

Citizen complaints concerning these streets will continue to increase each year.

Alternatives Considered
Delaying this work would increase risk and further deteriorate the condition of the pavement, if any exists.

If this project is approved, O&M costs would be reduced. This project is addressing the non-arterial streets in the City which are in the poorest condition.

Operation Impact
625
New Security Fencing for Remote Water Facility Sites
CIP-20001
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | General
New Construction
Contact: Lorianne Landsaw
P.M.: Inambao Lifanu
Status: Council Review
The 8 water treatment pump stations
Project Location
Project Description
The existing 8 water treatment pump stations all have fencing, and four of these sites (PSIP, Oak, Central, and Carlin) are in need of repair and/or replacement.

Estimated Start CIP Status
New
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $0 $0 $1,000,000 $0 $0 $0 $1,000,000
Total Funding $0 $0 $0 $1,000,000 $0 $0 $0 $1,000,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The water treatment pump stations are a vital part of the City's potable water supply, and as water storage sites are considered a high priority for possible terrorist attacks, having adequate security fencing in place is a necessary precaution. The four identified sites all currently have residential-style chain link fences need new fences and gates installed.

Consequences of Not Funding
The fences in place are currently not sufficient to provide adequate security to the City's potable water supply.

Alternatives Considered
The fences would be installed by an outside contractor and, other than regular inspection to be performed by existing personnel, would have no additional O&M expenses.

Operation Impact
626
State Streets Water Rehabilitation and Replacement Project CIP-21021
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Sewer | Sewer Maintenance (Collection & Conveyance)
Modification/Rehabilitation
Contact: Gary Predoehl
P.M.: Amber Wallace
Status: Council Review
State Streets neighborhood
Project Location
Project Description
Replace old welded steel water mains in the State Streets Neighborhood to reduce water loss and friction loss and increase distribution systems efficiency in the neighborhood. Rehabilitate or replace corroded sewer main lines in the State Streets Neighborhood.

Estimated Start CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$3,875,000 $0 ($221,178) $0 $0 $0 $0 $3,653,822
5029421 - Sewer Impact Fee $0 $0 $0 $0 $0 $0 $0 $0
Total Funding $3,875,000 $0 ($221,178) $0 $0 $0 $0 $3,653,822 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Design Consultant approved at the July 18, 2018 City Council Meeting. 1st Amendment to the Design Contract approved at the April 3, 2019 City Council Meeting.

Area identified in both the 2015 Sanitary Sewer Master Plan and the 2015 Water System Master Plan Update.

Consequences of Not Funding
Water main leaks, collapsed sewer main, sink holes in the roadway, sanitary sewer overflows Alternatives Considered
Operation Impact
627
High Service Manifold Repair/Replacement/Vault Installation CIP-21041
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Water Maintenance (Treatment and Storage Facilities) Replacement
Contact: Lorianne Landsaw
P.M.:

Status: Council Review
Water Treatment Plant
Project Location
Project Description
This project involves multiple phases. The first phase will entail the excavation of the High Service Manifold pump station area to assess potential damage to valves, piping, manifold, piping, and pads. The assessment will outline damaged pipes in need of repair, the repair or replacement of the18” butterfly valves, the north High Service Manifold pad, and Pumps #4 and #5. The second phase will involve analysis of the assessment findings, as well the development of the plans, specifications and bid documents for the necessary repairs and/or replacements. The third phase will include the construction. In addition to the major repairs and/or replacements identified through the assessment, the project will also need to include the installation of an effluent meter which is required by the State as part of the water loss program, a High Service Manifold vault to protect the repairs and/or replacements, and a process drain for continued dewatering. Water may be routed to the plant recycle basins for processing.

Estimated Start
Fall 2022
CIP Status
New
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5069620 - Water Enterprise
Fund
$500,000 $3,700,000 $0 $0 $0 $0 $0 $4,200,000
5079621 - Water Impact Fee
Fund
$0 $0 $0 $2,500,000 $0 $0 $0 $2,500,000
Total Funding $500,000 $3,700,000 $0 $2,500,000 $0 $0 $0 $6,700,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Please see attached Justification.

Consequences of Not Funding

1. Continued failure of the 18” butterfly valves will facilitate the need to excavate to make repairs.

2. Potential failure of any one of the suction lines from the manifold or the main manifold itself would create the need to excavate and make repairs in emergency mode. This would result in loss of water transmission to the City while repairs are conducted. This would be a more expensive project overall if the water pipe ruptures.

Alternatives Considered
Excavate the manifold to determine the extent of the damage and make repairs to the two valves and pumps currently in failed status and re-bury in the ground.

No additional or incremental expenditures required with replacement.

Operation Impact
628
Water Treatment Plant Security Fence
CIP-21042
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Water Maintenance (Treatment and Storage Facilities) Replacement
Contact: Heather Brophy
P.M.: Jeramy Chapdelaine/Chris
Kania
Status: Council Review
Water Treatment Plant
Project Location
Project Description
This project entails the replacement of the existing security fence with an eight foot (8’) high security fence. The front portion of the fence will conform with the Bridge District, Inline Booster Station, Bridgeway Lakes, and the new Rivers Pump Station in security rod-iron. The East, West and South side will be new heavy duty chain-link. The front and rear Gates will be upgraded to conform with the new style and height. The gates to be either slide gates or tandem. New double gate at the Southeast corner replaced with an 8’ double gate in heavy duty chain-link.

Estimated Start
Fall 2022
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$600,000 $0 ($245,225) $0 $0 $0 $0 $354,775
5069620 - Water Enterprise
Fund
$500,000 $0 $0 $0 $0 $0 $0 $500,000
Total Funding $1,100,000 $0 ($245,225) $0 $0 $0 $0 $854,775 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The original fence was installed in 1988 when the Water Plant was originally built. It is a standard six foot (6’)_residential fence. The fence is in disrepair, sagging, has been breached multiple times. Due to ground settling many areas are accessible by going under the fence. The barbed wire in most places is not secure. Unauthorized access is very easy and has been a problem in the recent years with the latest breach March of 2022.

In 2005 a Homeland Security Assessment of the Water Plant was conducted and the findings at that time was to replace the existing fence with a higher quality security fence and gates.

A good quality industrial security fence would have a 30-year lifespan.

Consequences of Not Funding

1. Continued deterioration of the fence and components allowing for easier access and possible damage to water plant equipment or an attempt to affect water quality.

Alternatives Considered
Keep the existing fence and continue with on-going repairs. This alternative is not recommended due to the high profile of the Water Treatment Plant as it is a drinking water facility.

No additional O/M costs incurred with the replacement of the fence.

Operation Impact
629
Well 22 Rehabilitation Project
CIP-22026
Public Works
City of West Sacramento | Water
City Facilities & Infrastructure Financing Strategy
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Amber Wallace
Status: Council Review
960 Oak Street x North Harbor Boulevard
Project Location
Project Description
The Project will provide a dependable and long-term water supply in drought conditions to to residents located in the City's low-income North Area and provide the entire City with an additional backup water supply for health and safety service should the City's primary surface water supply system break down.

Estimated Start
Spring 2024
CIP Status
Planned Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $0 $1,970,734 $0 $0 $0 $0 $1,970,734
External - Grants | Federal $0 $0 $1,970,734 $0 $0 $0 $0 $1,970,734 Total Funding $0 $0 $3,941,468 $0 $0 $0 $0 $3,941,468
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The 2023 Water Master Plan Update identifies the Project as necessary for drought resiliency.

Consequences of Not Funding
Loss of grant funds.

Alternatives Considered
Other wells have been evaluated for rehabilitation with this well being the best choice.

Operation Impact
630
Water Tank Cathodic Protection Assessment & Installation CIP-22069
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Inambao Lifanu
Status: Council Review
Various Water Tanks throughout the City
Project Location
Project Description
Cathodic Protection helps reduce and/or prevent corrosion on the water holding tanks. FY 2023/24 approved funds are requested to transfer to new project for Water Treatment Plant security to implement necessary security measures at the Treatment Plant.

Estimated Start CIP Status
New
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $0 $0 $500,000 $0 $0 $0 $500,000
Total Funding $0 $0 $0 $500,000 $0 $0 $0 $500,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Adding cathodic protection to the remaining 4 water tanks in the City that are not currently equipped with it- Carlin, Northeast, PSIP, and Bridgeway Lakes- will increase the useful life expectancy of the tanks.

Consequences of Not Funding
The tanks can continue holding water without cathodic protection; however, corrosion is always an issue and may not be readily detected.

Alternatives Considered
There will be no additional O&M costs other than brief monthly inspections.

Operation Impact
631
Water Treatment Building & Pipe Painting
CIP-22073
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.:

Status: Council Review
The WTP and associated pump stations
Project Location
Project Description
The Water Treatment division currently has the main Water Treatment Plant, located at 400 North Harbor Boulevard, and 8 additional pumping stations located throughout the City. The pumping stations are housed in warehouse-type buildings and range up to 3,500 square feet.

Estimated Start CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $250,000 ($250,000) $750,000 $250,000 $250,000 $0 $1,250,000 Total Funding $0 $250,000 ($250,000) $750,000 $250,000 $250,000 $0 $1,250,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Maintaining paint on existing facilities and exposed pipes helps prevent rust and corrosion and extends the useful life of all equipment. In addition, having clearly maintained facilities and pipes is not only aesthetically pleasing, it increases public trust in the quality of the water that the City is providing.

Consequences of Not Funding
Allowing rust and corrosion on pipes and facilities will shorten the useful life of the equipment and eventually necessitate replacement of pipes and equipment.

Alternatives Considered
Painting would be done by an outside contractor and there are no increases in O&M expenses for this project.

Operation Impact
632
Water Treatment Plant Security
CIP-22075
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Chris Kania
P.M.: Inambao Lifanu
Status: Council Review
The Water Treatment Plant Site including the Raw Water Intake encroachment and structure area.

Project Location
Project Description
The purpose of this project is to design and construct a security screen around the Water Treatment Plant's Raw Water Intake facility due to security concerns related to multiple break-ins and theft on the intake structure. This will provide higher level of security and help mitigate the general public from accessing the facility. The project will include updating existing fence along the road and updating from the barrel gates to new wrought iron to prohibit vehicle traffic on the levee to reduce public view of the facility to mitigate vandalism and damage. The project will also add security cameras for enhanced visibility of the area. The fence along the levee road will be replaced by a new wrought iron fence, the design of which will need to be engineered. New gates and fencing to be installed on either side of the maintenance road which allows access to do work. The intake catwalk and facility will have a screen designed to eliminate public view of the pumping facility. New security gates on the catwalk need design for better protection from unauthorized access. We will be adding lighting and security cameras in this project.

Key Items:

1. Construct new fence and design/construct replacement of existing fence.

2. New maintenance access gates

3. New catwalk gates and shielding

4. Intake structure screening

5. Cameras and lighting for better security coverage
Funding is requested to transfer from Water Tank Cathodic Protection Project.

Estimated Start
Fall 2023
CIP Status
New Study/Pre-Design
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $500,000 ($500,000) $500,000 $0 $0 $0 $500,000
Total Funding $0 $500,000 ($500,000) $500,000 $0 $0 $0 $500,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Unauthorized personnel have entered on and in the City's encroachment area and on the intake structure itself.

Multiple thefts with vehicle intrusion.

Central Valley Flood Protection Board is in favor of the new work and the replacement work to mitigate unauthorized personnel on the levee.

Consequences of Not Funding
Continued intrusion and potential security risk for the pumps and motors which supply water to the City.

Alternatives Considered
None
Minor O&M impacts with the added lighting and security camera. Operations budget will be adequate for the changes.

Operation Impact
633
Water Pump Stations Pump & Motor Evaluation & Rehabilitation CIP-22077
Public Works
City of West Sacramento | Water
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Water | Improvements to Treatment, Supply, Storage and Pumping Facilities Modification/Rehabilitation
Contact: Lorianne Landsaw
P.M.: Inambao Lifanu
Status: Council Review
Various Water Pump Stations
Project Location
Project Description
Water pump stations move water in and out of the water reservoirs and into the City lines for use. There are currently 8 pump stations throughout the City. Three of these stations have the water pump under the ground, with the motor above ground (Oak, Northeast, and Central).

The remaining stations have all equipment above ground.

Estimated Start CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5079621 - Water Impact Fee
Fund
$0 $0 $0 $1,250,000 $0 $0 $0 $1,250,000
Total Funding $0 $0 $0 $1,250,000 $0 $0 $0 $1,250,000
Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Pumps are made with steel parts, and have wearable bearings and other components. By evaluating and rehabilitating our existing pumps and motors, we are able to extend their useful life expectancy and continue the standardized 5-year maintenance plans. These evaluations and subsequent rehabilitations would be done in order of age, starting with PSIP and moving on to Central, Northeast, Carlin, Bridgeway, Bridge District, and ending with the Inline Booster Pump Station. The Oak Street Pump Station has already been evaluated and rehabilitated and will not factor in to costs at this time.

Consequences of Not Funding
Pumps and motors will eventually fail and will need to be fully replaced, at a much higher cost than if they had been rehabilitated.

Alternatives Considered
Once the pumps and motors have been rehabilitated, they are placed on the preventative maintenance and maintained yearly. There will be no additional O&M costs.

Operation Impact
634
State Streets Sewer Rehabilitation Project
CIP-31281
Capital Projects
City of West Sacramento | Sewer (Fund 502)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Sewer | Sewer Maintenance (Collection & Conveyance)
Modification/Rehabilitation
Contact: Amber Wallace
P.M.: Amber Wallace
Status: Council Review
State Streets neighborhood
Project Location
Project Description
Rehabilitate or replace corroded sewer main lines in the State Streets Neighborhood.

Estimated Start CIP Status CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 5029421 - Sewer Impact Fee $6,176,314 $0 ($2,614,725) $0 $0 $0 $0 $3,561,589 Total Funding $6,176,314 $0 ($2,614,725) $0 $0 $0 $0 $3,561,589 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
Area identified in both the 2015 Sanitary Sewer Master Plan and the 2015 Water System Master Plan Update.

Consequences of Not Funding
Water main leaks, collapsed sewer main, sink holes in the roadway, sanitary sewer overflows Alternatives Considered
Operation Impact
635
Fire Station Emergency Alert Systems
CIP-51041
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Replacement
Contact: Jaipal Chahal
P.M.: Jamie Teske / Megan
Gideon
Status: Council Review
All five fire stations throughout the City.

Project Location
Project Description
Replacement of emergency alert systems at Fire Station 43 and 44 in FY23/24. Replacement of the emergency alert systems at the other three fire stations in FY 24/25.

Estimated Start
2023
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1079910 - One Time General
Fund
$0 $200,000 $300,000 $0 $0 $0 $0 $500,000
2089910 - General Facilities
Fund
$0 $0 $400,000 $0 $0 $0 $0 $400,000
Total Funding $0 $200,000 $700,000 $0 $0 $0 $0 $900,000 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
636
Project Justification
The emergency alert system in a fire station consists of lights, tones, and speakers which are activated to notify the crew at that station that they are being dispatched to an emergency incident. For many years, WSFD has used a company, ComTech, to maintain this equipment. This equipment is original (from early 90s?) and as such is archaic and failing. Finding replacement parts for these systems, as well as vendors who will service them is extremely difficult (if not impossible). Furthermore, finding a vendor that will service equipment that was installed or maintained by ComTech is even more challenging, if not impossible. All five fire stations have the same Comtech system.

Comtech has recently and abruptly gone out of business. This has left WSFD (as well as other regional FDs who utilize ComTech) in a tenuous position. All five West Sacramento fire stations need to have their emergency alert equipment replaced due to their age, obsolescence, and inability to be serviced. The acute issue that needs to be addressed in the immediate future pertains to Station 43, which has been experiencing alerting failures as of early March 2023. These failures cause crews to not be alerted to an incident or miss critical information that is announced by the dispatcher when the initial dispatch is made.

Consequences of Not Funding
The current emergency alert system in Station 43 is being held together with "baling wire and duct tape" and is non-functional at times. These failures cause crews to not be alerted to an incident or miss critical information that is announced by the dispatcher when the initial dispatch is made. The company that installed and maintained the alert system (Comtech) has suddenly gone out of business. Failure to fund this project will continue the untenable situation of fire crews not being alerted to an incident or missing critical information that is announced by the dispatcher when the initial dispatch is made.

Alternatives Considered
None.

With new Fire Station Emergency Alert systems provided and installed by a new provider, O&M impacts should diminish over time as the new systems are installed in each fire station.

Operation Impact
637
Fire Training Tower Renovation Project
CIP-51043
Capital Projects
City of West Sacramento | General (Fund 400)
Not Applicable
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Facilities | Fire
Modification/Rehabilitation
Contact: Jaipal Chahal
P.M.: Jai Chahal
Status: Council Review
Fire Training Tower Facility located in the Northwestern area of the Port of West Sacramento.

Project Location
Project Description
The current Fire Training Tower Facility has 4 modular buildings that are at the end of there useful life and will need to be replaced, This project will consist of purchasing's and installing 4 new / used modular buildings of similar size.

Estimated Start
Winter 2024
CIP Status
New Construction
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 2569171 - Bryte Firehouse
Insurance Funds
$0 $189,174 $0 $0 $0 $0 $0 $189,174
1129910 - Measure O Funds $0 $0 $2,500,000 $0 $0 $0 $0 $2,500,000 Total Funding $0 $189,174 $2,500,000 $0 $0 $0 $0 $2,689,174 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total No Operations & Maintenance Details Provided
Project Justification
The Fire Training Tower Facility is used to host multiple training exercises for fire personnel throughout the year. In order to facilitate these trainings a functional classroom and field environment such as the one located at the Port is required.

Consequences of Not Funding
The current modular buildings have severe dry rot, leaking roofs and deteriorated beyond repair. If not funded the modular buildings will continue to deteriorate and need to be condemned.

Alternatives Considered
None.

Operation Impact
638
Public Safety Technology Ecosystem Program
CIP-54025
Police
City of West Sacramento | General (Fund 400)
Waterfront Districts Public Safety & Security
Agency:

Department:

Category:

Purpose:

Strategic Plan:

Public Safety | Technology Infrastructure
New Construction
Contact: Jason Winger
P.M.: Jason Winger
Status: Council Review
This project was initially developed for the city's waterfront and entertainment areas including Washington, Bridge, Pioneer Bluff Riverfront Districts, Stone Lock, Barge Canal, Boat Launch facilities and the civic center. This project is being expanded to include all areas of the City.

Project Location
Project Description
West Sacramento continues to grow with new development in the Washington, Southport and waterfront areas including Riverfront Districts, Stone Lock and Barge Canal. This includes areas which are being developed with public in-water features, park and infrastructure amenities, as well as private commercial and residential development. These features include amenities for hosting large public events like concerts and farmers markets and in-water facilities for boat docking and launching. Additionally, the City is attempting to preserve the Stone Lock Facilities for future reuse as a Central Park as approved in the Pioneer Bluff/Stone Lock and Parks and Recreation Master Plans. State of the art public safety technology must be deployed to augment police patrols and provide adequate police enforcement, public safety, crowd management and control, asset protection and crime prevention for the City. It is necessary, more efficient and more cost effective to augment and support Police Department uniformed officers with this technology to increase better manage response to emergency incidents, investigate crime and increase solvability of these crimes, manage special events in commonly hosted in West Sacramento and manage emergency evacuation in a disaster situation. This technology will also serve as a deterrent for criminal activity in West Sacramento through program outreach highlighting the program and successes.

Estimated Start
2024
CIP Status
In Progress
CIP Phase
Financial Information
Funding Sources Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total 1119110 - Measure N Funds -
Public Safety (Police)
$200,000 ($45,600) ($24,600) $0 $0 $0 $0 $129,800
4059098 - Bridge District
Designated Funding
$0 $14,410 $0 $0 $0 $0 $0 $14,410
1129910 - Measure O Funds $0 $0 $870,000 $0 $0 $0 $0 $870,000 Total Funding $200,000 ($31,190) $845,400 $0 $0 $0 $0 $1,014,210 Operations & Maintenace Prior Years FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Years Total Maintenance - Equipment $0 $20,000 $20,000 $0 $0 $0 $0 $40,000 Total O&M $0 $20,000 $20,000 $0 $0 $0 $0 $40,000
639
Project Justification
The City investment in new amenities and infrastructure and private development throughout the City and most specifically around the Bridge and Washington Districts, Barge Canal, Broderick Boat Launch and other waterfront areas is transforming primarily waterfront areas in the City to regional destinations for entertainment as well as attracting new residents and businesses. Various year-round special events, the Sutter Health Park ballpark, and attractions like The Barn, Boat Dock, marathons and festivals draw an ever-growing number of visitors. The City needs to assess, identify and invest in the most cost effective and feasible solutions to adequately meet safety and crowd control needs without relying solely on sworn personnel. Current policing resources are not able to meet recent and emerging public safety needs in these areas and continue to adequately serve the entire City. Without this investment, it will be infeasible to expect that the public safety departments can address the needs and protect the City's vision for effectuating a shift to sustainable, mixed use, walkable, sustainable development patterns. These areas have been designated by SACOG and the Council as priority areas for population growth and new residential and commercial development due to their ability to meet sustainability criteria and compete for grants. Recruitment of police officers has been difficult and the City should invest in the tools and equipment to allow the most efficient policing methods to be implemented.

Consequences of Not Funding
If not funded, the city, including the Bridge and Washington Districts, both located in the City's prime waterfront area, will likely continue to have an increase in crime, homelessness and nuisance activities making them much less desirable in the market. Development horizons for areas like in the Southport area, Stonelocks facilities, Barge Canal and Pioneer Bluff will be lengthened. The City may fail to attract and retain businesses.

This will deter new investment and reduce property values which negatively impacts property tax, transient occupancy tax and sales tax revenues to the General Fund.

Alternatives Considered
The alternative is to create additional sworn positions in the Police Department to staff dedicated patrols for waterfront areas of the City.

O&M costs will be incurred when the equipment is installed. It is premature and not possible to estimate the O&M impacts into the precise technology is identified by the consultant which will be retained by this funding. The source of funds will be Measure N, which was approved by voters in 2018 to fund public safety on an on-going basis. The goal of this CIP is to augment police staff resources with new technologies which implement current best practices that improve officer and public safety for the community.

Operation Impact
640
ATTACHMENT 7 – FY 2024/25 MIDYEAR BUDGET FUND SUMMARY
7-1
This attachment provides the total revenues, expenses, midyear budget requests, and projected ending fund balance for all impacted funds and shows that all funds are projected to end with a positive fund balance.

Table 1 – FY 2024/25 Fund Summary BEFORE Midyear Budget Adjustments

Fund # Activity Fund Title
Beginning
Balance
Adopted
Revenues
Adopted
Expenses1
Midterm
Revenue
Adjustments
Net Surplus/
(Deficit)2 Ending Balance
101 0000 General Fund $ 1,366,497 $ 81,861,928 $ 81,137,405 $ 1,569,259 $ 2,293,782 $ 3,660,279 102 0000 General Reserve Fund $ 14,427,880 $ 360,596 $ - $ - $ 360,596 $ 14,788,476 104 0000 General Support Services Fund4 $ 12 $ 19,970,010 $ 21,343,038 $ - $ (1,373,028) $ (1,373,016) 105 0000 Budget Stabilization Fund $ 2,708,335 $ 937,374 $ 1,021,150 $ - $ (83,776) $ 2,624,559 106 0000 Community Investment Fund - Measure G $ 6,123,676 $ 10,834,673 $ 12,981,281 $ - $ (2,146,608) $ 3,977,068 107 0000 One-Time General Fund $ 16,000,000 $ 97,367 $ 14,490,067 $ - $ (14,392,700) $ 1,607,300 108 0000 Measure K Fund $ 1,265,300 $ 5,226,563 $ 5,716,969 $ - $ (490,405) $ 774,895 109 0000 Measure V Fund $ 16,074,050 $ 5,221,500 $ - $ - $ 5,221,500 $ 21,295,550 110 0000 Measure E Fund $ 695,644 $ 5,482,731 $ 5,609,306 $ - $ (126,575) $ 569,069 111 0000 Measure N Fund $ 7,893,647 $ 5,401,202 $ 12,453,185 $ - $ (7,051,983) $ 841,664 112 0000 Measure O Fund $ - $ - $ - $ 20,331,688 $ 20,331,688 $ 20,331,688 201 0000 Road Fund - Gas Tax $ 2,039,685 $ 2,083,670 $ 3,428,015 $ 36,387 $ (1,307,958) $ 731,727 203 0000 Road Fund - SB1 $ 1,135,151 $ 1,306,143 $ 2,009,549 $ 64,336 $ (639,070) $ 496,081 206 0000 Chambers AV Fee $ 1,111,059 $ 180,132 $ 62,944 $ - $ 117,188 $ 1,228,247 208 0000 General Facility Maintenance Fund $ 2,943,624 $ 1,079,189 $ 2,635,661 $ - $ (1,556,472) $ 1,387,152 215 0000 Stormwater Maintenance Fund $ - $ 1,033,650 $ 901,291 $ - $ 132,359 $ 132,359 218 0000 Emergency Fund/ARPA/FEMA $ 365,130 $ 39,231 $ 404,360 $ - $ (365,129) $ 1 229 0000 Flood-In-Lieu Fund $ 13,421,639 $ 1,000,000 $ 5,706 $ - $ 994,294 $ 14,415,933 251 9455 Illegal Dumping Fee $ 135,611 $ 98,695 $ 130,269 $ - $ (31,574) $ 104,037 254 9555 Discovery Preschool $ - $ 368,500 $ 286,920 $ - $ 81,580 $ 81,580 269 9194 CFD R - Bridge District Services $ 1,012,468 $ 253,942 $ 332,066 $ - $ (78,124) $ 934,344 286 9020 Development Trust Fund $ - $ 400,000 $ - $ - $ 400,000 $ 400,000 296 0000 Bridge District IFD $ 2,308,222 $ 582,359 $ 203,320 $ - $ 379,039 $ 2,687,261 405 0000 Bridge District CIP $ 4,468,922 $ - $ (1,722) $ - $ 1,722 $ 4,470,644 501 0000 Sewer Enterprise Fund3 $ 2,202,667 $ 3,201,369 $ 4,824,212 $ - $ (1,622,842) $ 579,825 502 0000 Sewer Debt & CIP Fund $ 3,143,869 $ 1,376,477 $ 11,031 $ - $ 1,365,446 $ 4,509,315 506 0000 Water Enterprise Fund $ 2,391,558 $ 10,541,444 $ 12,383,184 $ - $ (1,841,740) $ 549,818 507 0000 Water Debt & CIP Fund $ 9,975,181 $ 7,862,843 $ 14,064,030 $ - $ (6,201,187) $ 3,773,994 610 0000 Public Works Administration4 $ - $ 954,562 $ 954,562 $ - $ - $ - 650 0000 Community Development5 $ 6,396,768 $ 5,609,525 $ 7,549,270 $ - $ (1,939,745) $ 4,457,023 653 0000 Environmental Services & Sustainability4 $ - $ 1,045,602 $ 1,045,602 $ - $ - $ - 792 0000 Bridge District CFD 27 $ 4,200,817 $ - $ 873 $ - $ (873) $ 4,199,944 641
ATTACHMENT 7 – FY 2024/25 MIDYEAR BUDGET FUND SUMMARY
7-2
Table 2 – FY 2024/25 Fund Summary AFTER Midyear Budget Adjustments Fund # Activity Fund Title Positions
Other Ongoing
O&M Cost Allocation
Net Surplus/
(Deficit)

PROPOSED
One-Time
O&M
Requests CIP Requests
Ending Balance

PROPOSED
101 0000 General Fund $ 55,043 $ 154,188 $ 1,682,789 $ 401,762 $ 200,000 $ - $ 1,568,259 102 0000 General Reserve Fund $ - $ - $ - $ 360,596 $ - $ - $ 14,788,476 104 0000 General Support Services Fund4 $ 38,071 $ 831,012 $ (2,898,467) $ 656,356 $ 656,368 $ - $ - 105 0000 Budget Stabilization Fund $ - $ - $ - $ (83,776) $ 140,000 $ - $ 2,484,559 106 0000 Community Investment Fund - Measure G $ (25,038) $ 100,000 $ 102,043 $ (2,323,613) $ 5,000 $ 875,000 $ 2,920,063 107 0000 One-Time General Fund $ - $ - $ 9,303 $ (14,402,003) $ 251,239 $ 8,960 $ 1,337,798 108 0000 Measure K Fund $ - $ 5,805 $ 118,802 $ (615,012) $ - $ - $ 650,288 109 0000 Measure V Fund $ - $ - $ - $ 5,221,500 $ - $ - $ 21,295,550 110 0000 Measure E Fund $ (38,071) $ - $ 75,008 $ (163,512) $ 75,000 $ (33,000) $ 490,132 111 0000 Measure N Fund $ 55,692 $ - $ 17,423 $ (7,125,098) $ 5,000 $ (498,726) $ 1,262,275 112 0000 Measure O Fund $ 431,374 $ 596,000 $ - $ 19,304,314 $ 4,693,900 $ 12,171,813 $ 2,438,601 201 0000 Road Fund - Gas Tax $ - $ 66,836 $ 95,729 $ (1,470,523) $ - $ 15,000 $ 554,162 203 0000 Road Fund - SB1 $ - $ - $ 1,109 $ (640,179) $ - $ (66,627) $ 561,599 206 0000 Chambers AV Fee $ - $ - $ 458 $ 116,730 $ - $ 150,000 $ 1,077,789 208 0000 General Facility Maintenance Fund $ - $ - $ 5 $ (1,556,477) $ - $ 450,000 $ 937,147 215 0000 Stormwater Maintenance Fund $ - $ 170 $ 30,698 $ 101,491 $ - $ - $ 101,491 218 0000 Emergency Fund/ARPA/FEMA $ 61,480 $ - $ (107,710) $ (318,899) $ 7,000 $ - $ 39,231 229 0000 Flood-In-Lieu Fund $ - $ - $ 850 $ 993,444 $ 4,000,000 $ - $ 10,415,084 251 9455 Illegal Dumping Fee $ - $ 2,340 $ - $ (33,914) $ - $ - $ 101,697 254 9555 Discovery Preschool $ - $ 77,156 $ - $ 4,424 $ - $ - $ 4,424 269 9194 CFD R - Bridge District Services $ - $ - $ 2,731 $ (80,855) $ 250,000 $ - $ 681,613 286 9020 Development Trust Fund $ - $ 35,000 $ 340 $ 364,660 $ - $ - $ 364,660 296 0000 Bridge District IFD $ - $ - $ 485 $ 378,554 $ - $ (49,693) $ 2,736,469 405 0000 Bridge District CIP $ - $ - $ - $ 1,722 $ - $ (3,684,074) $ 8,154,718 501 0000 Sewer Enterprise Fund3 $ - $ 109,000 $ 187,796 $ (1,919,638) $ - $ 200,000 $ 83,029 502 0000 Sewer Debt & CIP Fund $ - $ - $ 2,030 $ 1,363,416 $ - $ (2,417,135) $ 6,924,420 506 0000 Water Enterprise Fund $ 45,940 $ 23,000 $ 157,073 $ (2,067,753) $ 261,000 $ - $ 62,806 507 0000 Water Debt & CIP Fund $ - $ - $ 3,748 $ (6,204,935) $ - $ (3,770,669) $ 7,540,915 610 0000 Public Works Administration4 $ 27,751 $ 2,400 $ (35,151) $ 5,000 $ 5,000 $ - $ - 650 0000 Community Development5 $ 87,252 $ 9,200 $ 160,538 $ (2,196,735) $ 179,000 $ - $ 4,021,033 653 0000 Environmental Services & Sustainability4 $ 15,000 $ - $ (254,084) $ 239,084 $ 5,000 $ - $ 234,084 792 0000 Bridge District CFD 27 $ - $ - $ 124 $ (997) $ - $ 3,733,767 $ 466,054 642
ATTACHMENT 7 – FY 2024/25 MIDYEAR BUDGET FUND SUMMARY
7-3

FOOTNOTES
1 Includes estimated cost allocation for previously approved MOU and midterm budget changes as well as midyear adjustments proposed 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. 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 October 2025. 4 Costs in internal service funds are allocated to other funds based on approved cost allocation methodology. 5 Planned use of fund balance to fund planning division positions formerly funded by Measure G (Community Investment Fund). 643
Attachment 8
RESOLUTION 25-41

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

ADOPTING THE MID-YEAR OPERATIONS AND MAINTENANCE (O&M) AND CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET AMENDMENTS FOR FISCAL YEAR 2024/25 WHEREAS, Municipal Code 2.080.50 requires the City Manager to annually submit a proposed budget to City Council for approval; and
WHEREAS, City Council authority is required to spend City funds; and WHEREAS, the City Council adopted Resolution 23-57 on June 28, 2023 approving the biennial O&M and CIP budgets for Fiscal Years 2023/24 and 2024/25; and WHEREAS, The City Council adopted Ordinance 24-7 on May 15, 2024 to provide for a local transactions and use tax (TUT) in the amount of one percent of gross receipts of any retailer from the sale of tangible personal property sold at retail in the City of West Sacramento; and WHEREAS, On November 5, 2024, this local TUT was approved by the requisite number of voters to become operative on April 1, 2025 via Measure O; and WHEREAS, Departments have performed a midyear evaluation of their budgets and unmet needs, including operational needs which triggered the desire to place Measure O on the ballot, and have developed budget proposals to implement the priorities approved by voters under Measure O as well as other midyear adjustments proposed for other existing funding sources; and
WHEREAS, adjustments have been proposed by staff, confirmed by department heads, evaluated by the Finance Director and City Manager, and are recommended to the City Council by the City Manager and Finance Director; and
WHEREAS, the proposed Measure O spending plan was workshopped with City Council in February, and revisions have been made based on feedback received at that meeting; and WHEREAS, the City Council has examined the proposed Midyear Budget, has conferred with the City Manager and appropriate staff, and has deliberated and considered the budget at a public meeting held on March 19, 2025; and

WHEREAS, a list of completed capital improvement projects has been identified, along with remaining balances, both positive and negative, which are sufficient overall and in each source of funding to true up all projects, close and capitalize the projects, and return a total of nearly $4.6 million to approximately 20 different funding sources; and WHEREAS, the City Council has considered all information related to this matter, as presented at the public meetings of the City Council identified herein, including any supporting reports by City staff, and any other information provided during public meetings.

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

1. The City Manager is hereby directed to incorporate any amendments to the proposed Midyear Budget, as may be made by the City Council during the public meeting on March 19, 2024 as provided in Exhibit “A” - “Proposed Midyear Budget Adjustments for FY 2024/25” attached hereto and incorporated herein by reference.

2. The City Council hereby authorizes the Finance Director to take any steps necessary to close the CIP projects listed in Exhibit B and return remaining balances to their source of origin.
644
Resolution 25-41 –FY 2024/25 Midyear Budget

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West Sacramento City CouncilMarch 19, 2025

West Sacramento City Council
March 19, 2025