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13 455
1611 E. Fourth Street, Suite 200
Santa Ana, CA 92701
(714) 569-1000
203 N. Brea Blvd, Suite 203
Brea, CA 92821
(714) 672-0022
21 Waterway Avenue, Suite 30089
The Woodlands, TX 77380
(936) 828-4587
2151 River Plaza Dr., Suite 150
Sacramento, CA 95833
(916) 503-9691
24422 Avenida de la Carlota, Suite 275
Laguna Hills, CA 92653
(949) 829-8299
www.lslcpas.com
INDEPENDENT ACCOUNTANTS’ REPORT ON AGREED-UPON
PROCEDURES APPLIED TO APPROPRIATIONS LIMIT WORKSHEETS
To the Honorable Mayor and Members of the City Council
City of West Sacramento, California
We have performed the procedures enumerated below on the accompanying Appropriations Limit Worksheet No. 6 (or other alternative computation) of the City of West Sacramento, California, for the year ended June 30, 2024.
These procedures are the responsibility of the City, which were agreed to by the City of West Sacramento and the League of California Cities (as presented in the publication entitled Agreed-Upon Procedures Applied to the Appropriations Limitation Prescribed by Article XIII-B of the California Constitution), were performed solely to assist the City of West Sacramento in meeting the requirements of Section 1.5 of Article XIII-B of the California Constitution. The City of West Sacramento’s management is responsible for the Appropriations Limit Worksheet No. 6 (or other alternative computation).
The City has agreed to and acknowledged that the procedures performed are appropriate to meet the intended purpose of recomputing the Appropriations Limit Worksheet No. 6 (or other alternative computation). This report may not be suitable for any other purpose. The procedures performed may not address all the items of interest to a user of this report and may not meet the needs of all users of this report and, as such, users are responsible for determining whether the procedures performed are appropriate for their purposes.
The procedures performed and our findings were as follows:
1. We obtained the completed Worksheets No. 1 through No. 7 (or other alternative computations) and compared the limit and annual adjustment factors included in those worksheets to the limit and annual adjustment factors that were adopted by resolution of the City Council. We also compared the population and inflation options included in the aforementioned worksheets to those that were selected by a recorded vote of the City Council.
Finding: No exceptions were noted as a result of our procedures.
2. For the accompanying Appropriations Limit Worksheet No. 6, we multiplied line A, last year's limit, by line D, ratio of change and compared the resulting amount to line E, this year's limit.
Finding: No exceptions were noted as a result of our procedures.
3. We compared the current year information presented in the accompanying Appropriations Limit Worksheet No. 6 to the other worksheets described in No. 1 above.
Finding: No exceptions were noted as a result of our procedures.
4. We compared the prior year appropriations limit presented in the accompanying Appropriations Limit Worksheet No. 6 to the prior year appropriations limit adopted by the City Council for the prior year.
Finding: No exceptions were noted as a result of our procedures. 456
To the Honorable Mayor and Members of the City Council
City of West Sacramento, California
We were engaged by the City to perform this agreed-upon procedures engagement and conducted our engagement in accordance with attestation standards established by the AICPA. We were not engaged to and did not conduct an examination or review engagement, the objective of which would be the expression of an opinion or conclusion, respectively, on the accompanying Appropriations Limit Worksheet No. 6 (or other alternative computation). Accordingly, we do not express such an opinion or conclusion. Had we performed additional procedures, other matters might have come to our attention that would have been reported to you.
We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements related to our agreed-upon procedures engagement.
This report is intended solely for the information of the City Council and management of the City of West Sacramento and is not intended to be, and should not be, used by anyone other than these specified parties.
Sacramento, California
August 1, 2024
457
CITY OF WEST SACRAMENTO
2023-2024
APPROPRIATIONS LIMIT CALCULATION
A. 2022-2023 APPROPRIATIONS LIMIT: $1,681,884,016
B. 2023-2024 CHANGE IN PER CAPITA PERSONAL
INCOME: 4.44%
C. 2023-2024 CHANGE IN POPULATION: 2.10%
D. RATIO OF CHANGE (1.0444 x 1.0210) x 1.06633240
E. 2023-2024 APPROPRIATIONS LIMIT: $1,793,447,419
($1,681,884,016 x 1.06633240)
458
CITY COUNCIL AGENDA REPORT
MEETING DATE: May 21, 2025 ITEM # 11
SUBJECT:
CONSIDERATION OF RESOLUTION 25-56 INITIATING THE LEVY OF ANNUAL ASSESSMENTS FOR LANDSCAPING AND LIGHTING DISTRICT NO. 1 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Marc Rotteveel, Senior Finance Analyst
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action
OBJECTIVE
The objective of this report is to provide sufficient information to the City Council to adopt Resolution 25-56 initiating the levy of annual assessments for Landscaping and Lighting District #1.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council adopt Resolution 25-56, a Resolution of Intention initiating the levy of annual assessments for the Landscaping and Lighting District No. 1 and establish the date of June 18, 2025 for a public hearing under the Landscaping and Lighting Act of 1972.
BACKGROUND
State law provides for an annual proceeding prior to levying an ongoing assessment. The recommended action is the first step in this process. Because staff is not proposing an increase in assessments, this action does not trigger voter approval under Proposition 218.
Each year, the City levies assessments to pay for maintenance services and is required to take specific actions prior to transmitting the assessment to the Yolo County Assessor for inclusion on property owner tax bills.
On June 17, 1987, the City Council adopted Resolution 87-102 approving the formation of West Sacramento Lighting and Landscaping District No. 1 (“the District”), pursuant to the Landscaping and Lighting Act of 1972 (“the 1972 Act”). On April 1989, the City Council approved an amendment to the District that included: 1) an annexation of additional parcels into the S2 (Street Lighting) benefit zone, and 2) an annexation of additional parcels into Zone L1 (Landscaping).
The District provides street lighting and street landscaping maintenance services for property within the City of West Sacramento. It is divided into six zones, which includes the original district and subsequent annexations noted above. Each zone is comprised of the group of parcels that enjoys similar degrees of benefit from the service covered by the zone. Each parcel within the various zones is assessed its proportionate share of the cost of providing the service. The proportionate benefit and assessment is calculated in a benefit unit appropriate to the zone, depending on the type of service provided. The services provided and the unit of benefit for each zone in the district are shown below:
Zone Service Unit of Benefit Land Use Type
S1 Street Lighting Per Parcel Residential
S2 Street Lighting Front Footage Industrial
LS1 Street Lighting & Maintenance Front Footage Commercial L1 Maintenance Parcel Acreage Industrial
L2 Maintenance Per Parcel Residential
LSP2 Street Lighting & Maintenance Parcel Acreage Residential/Commercial Because each zone represents a different level of service and/or a different unit of benefit, each has a different fee. Fees are set each year by the City Council and are collected by Yolo County on the regular property tax bill.
ANALYSIS
The 1972 Act District was formed prior to enactment of Proposition 218 (“Prop 218”), an initiative approved by the voters in 1996 that imposed requirements on the manner in which local governments could raise taxes. For instance, any proposed increase in the rate for this District would be subject to super-majority approval by the voters pursuant to Prop 218. Hence, the City has chosen not to increase the rate for 2025-2026, as has been 459 Resolution 25-56
May 21, 2025
the case in previous years. The total assessment can change from year to year based on changes in parcelization within the District, an assessment factor that is described below, but the rate remains the same.
The 1972 Act requires that the City Council undertake annual proceedings for each fiscal year during which an assessment is to be levied and collected within the District. A report describing the manner in which the assessments are established is provided prior to a public hearing so that property owners may review and comment on the proposed assessment for the next fiscal year.
The City of West Sacramento Landscaping and Street Lighting District No. 1 Report for 2025-2026 is included as an attachment to this report and is referenced in Resolution 25-56. The report describes the method of assessment, budget, and rate schedule for the District for 2025-2026.
There are two steps in determining the appropriate fee:
1. Service costs must be allocated to each zone. Maintenance costs are allocated on a time and materials basis. Street lighting costs are allocated by the style of light and by the number of lights in each zone.
2. Zone costs are allocated to each property owner. On January 11, 1989, Council approved the following methods of allocation:
Residential Lighting & Maintenance - per parcel
Commercial Lighting & Maintenance - front footage
Industrial Maintenance - parcel area (acreage)
Industrial Lighting - front footage
Accordingly, the report for 2025-2026 incorporates these two steps in determining the diagram and assessments for 2025-2026. It consists of three parts: (i) a narrative, (ii) a proposed budget, and (iii) a rate schedule.
The proposed status quo budget for the District in 2025-2026 is $1,428,575. Because of the limitation on the ability to increase rates, budget increases for the District must also be offset by some amount of the Measure K Fund subsidy. The assessment for 2025-2026 is projected to generate revenues of $397,174. Therefore, the subsidy from the Measure K Fund is projected to be $1,031,401.
Resolution 25-56 preliminarily accepts the Report for 2025-2026 and sets a public hearing for Wednesday, June 18, 2025.
Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
The City has a Strategic Plan goal to achieve a Financially Sound City Government. Ongoing management of existing financing districts is a critical tool available to the Administrative Services Department to achieve this goal.
Alternatives
As an alternative to the proposed action, the City Council may choose to continue this item and or modify the date for the proposed public hearing. The deadline for submitting the levy to the County for inclusion on the 2025-2026 tax roll is August 10, 2025, and holding a public hearing is a requirement for submitting the levy. If Council selects to continue this item or set a different date for public hearing, a special meeting would be required.
Coordination and Review
Not applicable.
Budget/Cost Impact
Fees for services such as these support a higher level of service than can be supported by general taxes alone.
In fiscal year 2025-2026, a projected contribution of $1,031,401 from the Measure K Fund is required to maintain this service.
460
Resolution 25-56
May 21, 2025
ATTACHMENTS
1. Resolution 25-56
2. Report for 2025-2026
3. Map of Lighting and Landscaping District
461
Attachment 1
RESOLUTION 25-56
A RESOLUTION OF INTENTION OF THE CITY OF WEST SACRAMENTO INITIATING THE LEVY OF ANNUAL ASSESSMENTS FOR LANDSCAPING AND LIGHTING DISTRICT NO. 1 WHEREAS, the City Council (the "Council") of the City of West Sacramento (the "City") adopted Resolution 87-102 on June 17, 1987, ordering the formation of the City of West Sacramento Landscaping and Lighting District No. 1 (the "Assessment District") pursuant to the Landscaping and Lighting Act of 1972, being California Streets and Highways Code sections 22500 et seq., (the "Act"); and
WHEREAS, the Act requires the Council to undertake proceedings annually for any fiscal year during which an assessment is to be levied and collected within an existing Assessment District; and
WHEREAS, pursuant to Resolution 92-45, adopted on June 10, 1992, the Council has appointed the Finance Director as Engineer for the Assessment District for purposes of the annual proceedings; and
WHEREAS, the Finance Director has prepared and filed with the City Clerk a report for assessments to be levied in fiscal year 2025-2026 in accordance with the Act.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento as follows:
Section 1. Recitals. The foregoing recitals are true and correct, and this Council so finds and determines.
Section 2. Approval of Report for 2025-2026. This Council hereby approves the Report for 2025-2026 as filed.
Section 3. Declaration of Intention. This Council hereby declares its intention to levy and collect assessments in the City of West Sacramento Landscaping and Lighting District No. 1 for fiscal year 2025-2026.
Section 4. Description of Improvements. The improvements proposed to be financed by the Assessment District are the maintenance and servicing public lighting facilities, and streets.
Section 5. Location of District. The City of West Sacramento Landscaping and Lighting District No. 1 encompasses parcels throughout the City.
Section 6. Reference to Report for Particulars. A full and detailed description of the improvements, the boundaries of the Assessment District and the six zones of benefit, and the proposed assessments upon assessable lots and parcels of land within the district is set forth in the Report for 2025-2026. The Report recommends no change in assessments and is on file in the office of the Director of Finance and Technology, 1110 West Capitol Avenue, West Sacramento, CA 95691, and is available for review by any interested member of the public during normal business hours.
Section 7. Notice of Public Hearing. On Wednesday, June 18, 2025, 7:00 p.m., at the City Council Chambers, 1110 West Capitol Avenue, West Sacramento, California, the City Council shall hold a public hearing on the levy of the proposed assessment.
Section 8. Publication of Notice. The City Clerk is directed to give notice of the public hearing by publishing notice of the public hearing in accordance with normal City practice.
PASSED AND ADOPTED by the West Sacramento City Council this 21st day of May 2025, by the following vote:
462
Resolution 25-56
AYES:
NOES:
ABSENT:
Martha Guerrero, Mayor
ATTEST:
Jennifer Cusmir, City Clerk
463
Attachment 2
CITY OF WEST SACRAMENTO
LANDSCAPING AND STREET LIGHTING
DISTRICT #1
REPORT FOR 2025-2026
By
MARC ROTTEVEEL
SENIOR FINANCE ANAYLST
464
2 INTRODUCTION
The West Sacramento Landscaping and Lighting District #1 provides street lighting and/or landscape maintenance construction and operation services for property within the City of West Sacramento. Previously these services were provided by the former East Yolo Community Services District and Yolo County, California, under the following assessment districts and service area:
Elkhorn Village Lighting District
Westfield Village Lighting Maintenance District
Oaks Lighting District
Arlington Oaks Lighting Maintenance District
West Capitol Avenue Landscaping Assessment District
Yolo County Service area #4 (portion including Touchstone CSA, & Port Center CSA) Port of Sacramento Industrial Park Landscaping Assessment District (proposed, not active in 1986-87)
In 1989, the district was amended by the City to provide an equitable assessment to each parcel for the landscaping and street lighting benefit. Several zones were consolidated so that parcels that were more or less similarly benefited were grouped together and assessed by the same method of apportionment. All zones were analyzed in terms of the current land uses and how they may affect the way parcels benefit, how the particular improvement benefits each parcel and how the parcel dimensions affect the way individual parcels may benefit. Later development in the northeast section of West Sacramento created a need for two new assessment areas, which were established in May 1989. The two new assessment areas added were the S-1 Residential Street Lighting Zones, and the S-2 Industrial Street Lighting Zones. Maps of the L&L No. 1 zones are included as Exhibit “A”. It should be noted that the District was formed without an annual Construction Cost Index (CCI) escalator, and therefore costs still reflect those included at the time of formation in 1989.
EXPLANATION OF ZONES
The West Sacramento Landscaping and Lighting District #1 is divided into six zones. Each zone is comprised of the group of parcels that enjoy similar degrees of benefit from the service covered by the zone. Each parcel within the various zones is assessed its proportionate share of the cost of providing the service. The proportionate benefit and assessment is calculated in a benefit unit appropriate to the zone depending on the type of service provided. The services provided and the unit of benefit for each zone in the district is shown below:
Zone Service Unit of Benefit Land Use Type
S1 Street Lighting Per Parcel Residential
S2 Street Lighting Front Footage Industrial
LS1 Street Lighting & Maintenance Front Footage Commercial L1 Maintenance Parcel Acreage Industrial
L2 Maintenance Per Parcel Residential
LSP2 Street Lighting & Maintenance Parcel Acreage Residential/ Commercial
465
3 METHODS OF APPORTIONMENT
As can be seen in the above table, there are many methods of benefit which can be used as a base of assessment. The units of benefit can vary from zone to zone due to the variety of land uses, parcel dimensions and benefits derived.
DESCRIPTION
Each zone is described in terms of the method of assessment used to assess the parcels in the zone. Previous reports determine which method of apportionment to be used.
These methods are briefly described as follows:
ZONE S1: The first zone is a street lighting zone located in the residential region of the City of West Sacramento. The parcels are more or less of similar size and the street lighting diagrams indicate the streetlights are dispersed rather evenly through the zone. The method of assessment is per parcel.
ZONE S2: Zone 2 is a street lighting zone in an industrial region. It is comprised of parcels of quite different dimensions and acreages. This variety of shapes and sizes indicates that the front footages of the parcels also vary proportionally. This zone is assessed by front footage.
ZONE LS1: The street lighting and maintenance Zone 1 is a commercial zone of the City of West Sacramento in which all parcels benefited by the street lighting are also benefited by the landscaping. The zone is assessed on a front footage basis.
ZONE L1: This maintenance zone is located in the industrial region of the City. It is comprised of parcels of various dimensions and acreages. The method of assessment is parcel acreage.
ZONE L2: Zone L2 is a maintenance zone located in the residential regions of the City. Like Zone S1, the parcels are of uniform size and shape and are best assessed on a Per Parcel basis.
ZONE LSP2: This zone is located in the Washington Neighborhood/Raley's Landing area. This area receives street lighting and maintenance services.
The method of assessment is parcel acreage.
ASSESSMENT ROLL
An assessment roll is on file with the City of West Sacramento, California, and is a part of this report whether or not attached.
IMPROVEMENT PLANS
A set of plans showing lighting and maintenance improvements that are operated and maintained by the West Sacramento Landscaping and Lighting District #1 is on file with the City of West Sacramento, California, and is part of this report whether or not attached. 466
4 UTILITIES
City Water a $8,485 $396 $27,436 $106,043 $21,394 $0 $163,754 PG & E b 431,757 121,056 97,725 0 0 0 650,538
MAINTENANCE
City Maintenance c 11,382 0 101,122 237,265 87,990 10,000 447,759
PROFESSTIONAL SERVICES
Yolo County d 6,630 275 87 151 1,109 0 8,250
City Administration d 115,245 4,774 1,517 2,618 19,274 0 143,428 Flood Assessments d 11,928 493 157 271 1,995 0 14,845
TOTALS: $585,427 $126,994 $228,044 $346,348 $131,762 $10,000 $1,428,575 Notes: (a) Location of Water Meter
(c) Location of Labor and Materials
(d) Number of Parcels Total may not tie due to rounding. (b) Location of Light Pole and/or Electric Meter
Method of Cost
Spread/Notes S1 S2 LS1 L1 L2 LSP2 Total
Zone Primary Type ofBenefit Benefit Basis Benefit Units Current Rate Revenues Basedon Current Rate BudgetedCost Total
Excess Cost
(1) Proposed
Rate % Rate Change S1 Lighting Per Parcel 7,749 $25.93 $200,932 $585,427 ($384,495) $25.93 0% S2 Lighting Front Foot 125,629 $0.44 55,277 126,994 (71,717) $0.44 0% LS1 Lighting & Maintenance Front Foot 17,527 $2.58 45,219 228,044 (182,825) $2.58 0% L1 Maintenance Parcel Area 850 $79.54 67,633 346,348 (278,715) $79.54 0% L2 Maintenance Per Parcel 1,296 $18.37 23,808 131,762 (107,954) $18.37 0% LSP2 Lighting & Maintenance Parcel Area 14 $310.37 4,306 10,000 (5,694) $310.37 0% TOTALS: $397,174 $1,428,575 ($1,031,401)
(1) Budgeted costs in excess of assessments are funded from the Measure K Fund. Total may not tie due to rounding. 2025-2026 Rate Schedule
467
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80 80
50 80
RIVER RD
I 80 EB
I 80 WB
US 50 WB US 50 EB
JEFFERSON BLVD
F ST
WEST CAPITOL AVE
LINDEN RD
DAVIS RD
E ST
SOUTH RIVER RD
INDUSTRIAL BLVD
HARBOR BLVD
THORP RD
REED AVE
STONE BLVD
MARSHALL RD
PARK BLVD
OTIS AVE
ANNA ST
G ST
BEVAN RD
STONEGATE DR
5TH ST
SACRAMENTO AVE
3RD ST
KEGLE DR
TOWER BRIDGE GTWY
RIVERBANK RD
WESTACRE RD
CARRIE ST
SEAPORT BLVD
RAMCO ST
15TH ST
B ST
FIFTH ST
C ST
FOUNTAIN DR
HOBSON AVE
POPLAR AVE
CUMMINS WAY
MERKLEY AVE
EVERGREEN AVE
ANTIOCH AVE
ENTERPRISE BLVD
CHANNEL DR
PRIVATE RD
HIGGINS RD
VIRGINIA AVE
YOLO ST
RICE AVE
GREGORY AVE
I ST
LISBON AVE
PARTRIDGE AVE
MICHIGAN BLVD
TERMINAL ST
BRYTE AVE
CARLIN DR
LIGHTHOUSE DR
DELAWARE AVE
OAKLAND BAY DR
4TH ST
11TH ST
FRENCH AVE
CENTER RD
VILLAGE PKWY
GLIDE AVE
ALLAN AVE
ALABAMA AVE
NORTH HARBOR BLVD
PECAN ST
MAPLE ST
MEADOW RD
COUNTY RD 136
LAKE RD
HARMON RD
HARDY DR
COYOTE RD
MOJAVE DR
PARKWAY BLVD
WALNUT ST
CEBRIAN ST
SUTTER ST
RIVERFRONT ST
OAK ST
RAIDER LN
STILLWATER RD
IKEA CT
BETTY WAY
SOULE ST
THOR DR
6TH ST
GATEWAY DR
TAHOE ST
MARTIS ST
SAND CIR
SILVERWOOD RD
RIVERSIDE PKWY
STABLE DR
HOUSTON ST
SHORE ST
DEERWOOD ST
REUTER DR
OATES ST
ARTHUR DR
ARLINGTON RD
BENTON ST
FREMONT BLVD
ROCKROSE RD
PROSSER ST
GOLDEN GATE DR
HIGHLAND DR
SUMMERFIELD DR
TOPAZ RD
ELM ST
TEAL DR
RYER ISLAND ST
SIERRA RD
PROMENADE ST
MAUI ST
VATEN DR
KINSINGTON ST
I 80 WB US 50 EB OFF
LASSIK ST
2ND ST
HENSHAW RD
RIVERMONT ST
ROGERS ST
MARECA WAY
TRIANGLE CT
MILANO DR
LEMONTREE RD
JANET DR
ALDER WAY
HALYARD DR
HAVERHILL ST
ARUBA ST
GALVESTON ST
PALOMAR AVE
HAITI RD
COFFEEBERRY RD
MANZANITA WAY
VIOLET DR
MIKON ST
COMMERCE DR
DREW ST
CORANADO ST
TAMARACK RD
LAGOON LN
BALLPARK DR
TORTOLA RD
TURLOCK ST
MARTINIQUE ST
WIGEON ST
ASH AVE
HUME ST
HEADSLANE RD
OVERLAND CT
ASANTE LN
WATERFORD DR
MEADOWLARK CIR
GLADYS AVE
DORAN AVE
ALVIN ST
JACKSON ST
SEYMOUR AVE
RANDOLPH RD
LESLIE LN
SAN MARCO ST
WREN ST
SYCAMORE AVE
ALLAN AVE
SOUTH RIVER RD
TOWER BRIDGE GTWY
!"#$
!"#$
!"#$ (/!"#$
!"#$ 5
5 80
80 80
µ
\MAPPING\CITY_DATA\DEPARTMENTS\FINANCE\CURRENT\DATA\LIGHTING_LANDSCAPING\SHAPES_district_maps City of West Sacramento Mayl 2014 I.T. Division (916) 617-4529 1 inch = 3,000 feet
1 in = 0.57 miles
1:36,000
0 0.25 0.5 1
Miles
Street Lighting Benefit Zone L1
Street Lighting Benefit Zone L2
Lighting and
Landscape
Districts
L1
L2
ATTACHMENT 3
468
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80 80
50 80
RIVER RD
I 80 EB
I 80 WB
US 50 WB US 50 EB
JEFFERSON BLVD
F ST
WEST CAPITOL AVE
LINDEN RD
DAVIS RD
E ST
SOUTH RIVER RD
INDUSTRIAL BLVD
HARBOR BLVD
THORP RD
REED AVE
STONE BLVD
MARSHALL RD
PARK BLVD
OTIS AVE
ANNA ST
G ST
BEVAN RD
STONEGATE DR
5TH ST
SACRAMENTO AVE
3RD ST
KEGLE DR
TOWER BRIDGE GTWY
RIVERBANK RD
WESTACRE RD
CARRIE ST
SEAPORT BLVD
RAMCO ST
15TH ST
B ST
FIFTH ST
C ST
FOUNTAIN DR
HOBSON AVE
POPLAR AVE
CUMMINS WAY
MERKLEY AVE
EVERGREEN AVE
ANTIOCH AVE
ENTERPRISE BLVD
CHANNEL DR
PRIVATE RD
HIGGINS RD
VIRGINIA AVE
YOLO ST
RICE AVE
GREGORY AVE
I ST
LISBON AVE
PARTRIDGE AVE
MICHIGAN BLVD
TERMINAL ST
BRYTE AVE
CARLIN DR
LIGHTHOUSE DR
DELAWARE AVE
OAKLAND BAY DR
4TH ST
11TH ST
FRENCH AVE
CENTER RD
VILLAGE PKWY
GLIDE AVE
ALLAN AVE
ALABAMA AVE
NORTH HARBOR BLVD
PECAN ST
MAPLE ST
MEADOW RD
COUNTY RD 136
LAKE RD
HARMON RD
HARDY DR
COYOTE RD
MOJAVE DR
PARKWAY BLVD
WALNUT ST
CEBRIAN ST
SUTTER ST
RIVERFRONT ST
OAK ST
RAIDER LN
STILLWATER RD
IKEA CT
BETTY WAY
SOULE ST
THOR DR
6TH ST
GATEWAY DR
TAHOE ST
MARTIS ST
SAND CIR
SILVERWOOD RD
RIVERSIDE PKWY
STABLE DR
HOUSTON ST
SHORE ST
DEERWOOD ST
REUTER DR
OATES ST
ARTHUR DR
ARLINGTON RD
BENTON ST
FREMONT BLVD
ROCKROSE RD
PROSSER ST
GOLDEN GATE DR
HIGHLAND DR
SUMMERFIELD DR
TOPAZ RD
ELM ST
TEAL DR
RYER ISLAND ST
SIERRA RD
PROMENADE ST
MAUI ST
VATEN DR
KINSINGTON ST
I 80 WB US 50 EB OFF
LASSIK ST
2ND ST
HENSHAW RD
RIVERMONT ST
ROGERS ST
MARECA WAY
TRIANGLE CT
MILANO DR
LEMONTREE RD
JANET DR
ALDER WAY
HALYARD DR
HAVERHILL ST
ARUBA ST
GALVESTON ST
PALOMAR AVE
HAITI RD
COFFEEBERRY RD
MANZANITA WAY
VIOLET DR
MIKON ST
COMMERCE DR
DREW ST
CORANADO ST
TAMARACK RD
LAGOON LN
BALLPARK DR
TORTOLA RD
TURLOCK ST
MARTINIQUE ST
WIGEON ST
ASH AVE
HUME ST
HEADSLANE RD
OVERLAND CT
ASANTE LN
WATERFORD DR
MEADOWLARK CIR
GLADYS AVE
DORAN AVE
ALVIN ST
JACKSON ST
SEYMOUR AVE
RANDOLPH RD
LESLIE LN
SAN MARCO ST
WREN ST
SYCAMORE AVE
ALLAN AVE
SOUTH RIVER RD
TOWER BRIDGE GTWY
!"#$
!"#$
!"#$ (/!"#$
!"#$ 5
5 80
80 80
µ
\MAPPING\CITY_DATA\DEPARTMENTS\FINANCE\CURRENT\DATA\LIGHTING_LANDSCAPING\SHAPES_district_maps City of West Sacramento Mayl 2014 I.T. Division (916) 617-4529 1 inch = 3,000 feet
1 in = 0.57 miles
1:36,000
0 0.25 0.5 1
Miles
Street Lighting and Maintenance Benefit Zone LS1
Street Lighting Benefit Zone LSP2
Lighting and
Landscape
Districts
LS1
LSP2
ATTACHMENT 3
469
!"#$
!"#$
(/!"#$
!"#$
!"#$ 5
80 80
50 80
RIVER RD
I 80 EB
I 80 WB
US 50 WB US 50 EB
JEFFERSON BLVD
F ST
WEST CAPITOL AVE
LINDEN RD
DAVIS RD
E ST
SOUTH RIVER RD
INDUSTRIAL BLVD
HARBOR BLVD
THORP RD
REED AVE
STONE BLVD
MARSHALL RD
PARK BLVD
OTIS AVE
ANNA ST
G ST
BEVAN RD
STONEGATE DR
5TH ST
SACRAMENTO AVE
3RD ST
KEGLE DR
TOWER BRIDGE GTWY
RIVERBANK RD
WESTACRE RD
CARRIE ST
SEAPORT BLVD
RAMCO ST
15TH ST
B ST
FIFTH ST
C ST
FOUNTAIN DR
HOBSON AVE
POPLAR AVE
CUMMINS WAY
MERKLEY AVE
EVERGREEN AVE
ANTIOCH AVE
ENTERPRISE BLVD
CHANNEL DR
PRIVATE RD
HIGGINS RD
VIRGINIA AVE
YOLO ST
RICE AVE
GREGORY AVE
I ST
LISBON AVE
PARTRIDGE AVE
MICHIGAN BLVD
TERMINAL ST
BRYTE AVE
CARLIN DR
LIGHTHOUSE DR
DELAWARE AVE
OAKLAND BAY DR
4TH ST
11TH ST
FRENCH AVE
CENTER RD
VILLAGE PKWY
GLIDE AVE
ALLAN AVE
ALABAMA AVE
NORTH HARBOR BLVD
PECAN ST
MAPLE ST
MEADOW RD
COUNTY RD 136
LAKE RD
HARMON RD
HARDY DR
COYOTE RD
MOJAVE DR
PARKWAY BLVD
WALNUT ST
CEBRIAN ST
SUTTER ST
RIVERFRONT ST
OAK ST
RAIDER LN
STILLWATER RD
IKEA CT
BETTY WAY
SOULE ST
THOR DR
6TH ST
GATEWAY DR
TAHOE ST
MARTIS ST
SAND CIR
SILVERWOOD RD
RIVERSIDE PKWY
STABLE DR
HOUSTON ST
SHORE ST
DEERWOOD ST
REUTER DR
OATES ST
ARTHUR DR
ARLINGTON RD
BENTON ST
FREMONT BLVD
ROCKROSE RD
PROSSER ST
GOLDEN GATE DR
HIGHLAND DR
SUMMERFIELD DR
TOPAZ RD
ELM ST
TEAL DR
RYER ISLAND ST
SIERRA RD
PROMENADE ST
MAUI ST
VATEN DR
KINSINGTON ST
I 80 WB US 50 EB OFF
LASSIK ST
2ND ST
HENSHAW RD
RIVERMONT ST
ROGERS ST
MARECA WAY
TRIANGLE CT
MILANO DR
LEMONTREE RD
JANET DR
ALDER WAY
HALYARD DR
HAVERHILL ST
ARUBA ST
GALVESTON ST
PALOMAR AVE
HAITI RD
COFFEEBERRY RD
MANZANITA WAY
VIOLET DR
MIKON ST
COMMERCE DR
DREW ST
CORANADO ST
TAMARACK RD
LAGOON LN
BALLPARK DR
TORTOLA RD
TURLOCK ST
MARTINIQUE ST
WIGEON ST
ASH AVE
HUME ST
HEADSLANE RD
OVERLAND CT
ASANTE LN
WATERFORD DR
MEADOWLARK CIR
GLADYS AVE
DORAN AVE
ALVIN ST
JACKSON ST
SEYMOUR AVE
RANDOLPH RD
LESLIE LN
SAN MARCO ST
WREN ST
SYCAMORE AVE
ALLAN AVE
SOUTH RIVER RD
TOWER BRIDGE GTWY
!"#$
!"#$
!"#$ (/!"#$
!"#$ 5
5 80
80 80
µ
\MAPPING\CITY_DATA\DEPARTMENTS\FINANCE\CURRENT\DATA\LIGHTING_LANDSCAPING\SHAPES_district_maps City of West Sacramento Mayl 2014 I.T. Division (916) 617-4529 1 inch = 3,000 feet
1 in = 0.57 miles
1:36,000
0 0.25 0.5 1
Miles
Street Lighting Benefit Zone S1
Street Lighting Benefit Zone S2
Lighting and
Landscape
Districts
S1
S2
ATTACHMENT 3
470
CITY COUNCIL AGENDA REPORT
MEETING DATE: May 21, 2025 ITEM # 12
SUBJECT:
CONSIDERATION OF RESOLUTION 25-57 INITIATING ANNUAL PROCEEDINGS UNDER THE STORM DRAIN MAINTENANCE ACT OF 1937 FOR STORM DRAIN MAINTENANCE DISTRICT NO. 1 (RALEY’S LANDING)
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Marc Rotteveel, Senior Finance Analyst
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action
OBJECTIVE
The objective of this report is to provide sufficient information to the City Council to adopt Resolution 25-57 initiating annual proceedings under the Storm Drain Maintenance Act of 1937 for Storm Drain Maintenance District # 1, Raley’s Landing.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council adopt Resolution 25-57 initiating annual proceedings and establishing the date for a public hearing to be conducted under the Storm Drain Maintenance District Act of 1937 (the “1937 Act”) for Storm Drain Maintenance District No. 1 (Raley’s Landing).
BACKGROUND
State law provides for an annual proceeding prior to levying an ongoing assessment and the recommended action is the first step in this process. Because staff is not proposing an increase in assessment, this action does not trigger voter approval under Proposition 218.
All property inside the City is provided storm drainage services by one of three Reclamation Districts, including Reclamation District 900, and the Lighthouse Marina and Raley’s Landing storm drain maintenance districts.
Only one of these districts was formed under the 1937 Act, which includes approximately 79.66 acres within the “Raley's Landing” subarea of the Washington Neighborhood. The Raley’s Landing Storm Drain Maintenance District No. 1 (the District) has provided this service for many years via a special assessment district.
Storm drain facilities were first constructed in Raley’s Landing in 1964 to collect storm water runoff, convey it to a point adjacent to the Sacramento River levee, and pump it into the river. In 1989, the pumping facility was rebuilt as part of the Raley's Landing Assessment District and financed by the Raley’s Landing Limited Obligation Improvement Bonds (these bonds were completely repaid in December 2013). In order to pay for ongoing maintenance of the facilities, the City formed the District pursuant to Resolution 89-62. These assessments are continued on an annual basis in order to continue required maintenance. The fees for this service are set each year by the City Council and are collected by Yolo County on the regular property tax bill.
ANALYSIS
The District was formed prior to the enactment of Proposition 218 (“Prop 218”), an initiative approved by voters in 1996 that imposed requirements on the manner in which local governments could raise taxes. For instance, any proposed increases in the rate for the District would be subject to approval by the voters pursuant to Prop 218, hence the City has chosen not to increase the rate for 2025-2026, as has been the case in previous years.
The City of West Sacramento Storm Drainage Maintenance District No. 1 Assessment Report for 2025-2026 is included as an attachment to this report and referenced in Resolution 25-57. The report describes the method of assessment and rate schedule for the District for 2025-2026.
The expected assessment revenue for 2025-2026 is $11,867.
Since this District has only one zone of benefit, total operating costs need only be allocated to each benefiting property owner on a fair and equitable basis. The nexus basis for the assessment is the benefit per acre within the District boundaries, a rate that is currently set at $144.11 per acre.
The Report for 2025-2026, showing the nexus between benefit and property assessment, consists of two parts:
(i) a narrative and (ii) a rate schedule.
471
Resolution 25-57
May 21, 2025
The 1937 Act requires that the City Council hold a public hearing prior to the imposition of the assessment.
Resolution 25-57 preliminarily accepts the Report for 2025-2026 and sets a public hearing for Wednesday, June 18, 2025.
Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
The City has a Strategic Plan goal to achieve a Financially Sound City Government. Ongoing management of existing financing districts is a critical tool available to the Administrative Services Department to achieve that goal. Proceeding with the recommended action is consistent with this goal.
Alternatives
As an alternative to the proposed action, the City Council may choose to continue this item and/or modify the date for the proposed public hearing. The deadline for submitting the levy to the County for inclusion on the 2024-25 tax roll is August 10, 2025, and holding a public hearing is a requirement for submitting the levy. If the Council chooses to continue the item or set a different date for the hearing, a special meeting would be necessary.
Coordination and Review
Not applicable
Budget/Cost Impact
The expected assessment revenue for 2025-2026 is $11,867.
ATTACHMENTS
1. Resolution 25-57
2. Report for 2025-2026
3. Map of Storm Drain Maintenance District
472
Attachment 1
RESOLUTION 25-57
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO
INITIATING ANNUAL PROCEEDINGS UNDER THE STORM DRAIN MAINTENANCE ACT OF 1937 FOR STORM DRAIN MAINTENANCE DISTRICT NO. 1 (RALEY’S LANDING) WHEREAS, the City Council has ordered the formation of the City of West Sacramento Storm Drain Maintenance District No. 1 under the Storm Drain Maintenance District Act of 1937 (West Water Code - Appendix §42-1 et seq.); and
WHEREAS, the City Council is required to annually confirm the diagram and assessment and file same with the County Auditor pursuant to the Act.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento as follows:
1. The City Council hereby appoints the Finance Director as Engineer of Record for purposes of proceedings under the Act and directs and orders the Engineer to prepare and file the Report for Fiscal Year 2025-2026 in accordance with the Act.
2. The City Council hereby approves the Report for Fiscal Year 2025-2026 as filed by the Finance Director.
3. A full and detailed description of the improvements, the boundaries of the assessment district and benefit zone, and the proposed assessments upon assessable lots and parcels of land within the district, is set forth in the Report. The Report recommends no change in assessments and is on file in the office of the Finance Department, 1110 West Capitol Avenue, West Sacramento, California 95691, and is available for review by any interested member of the public during normal business hours.
4. On Wednesday, June 18, 2025 at 7:00 p.m., in the City Council Chambers, 1110 West Capitol Avenue, West Sacramento, California 95691, the City Council shall hold a public hearing on the levy of the proposed assessment.
5. The City Clerk is directed to give notice of the public hearing by publishing notice of the public hearing in accordance with normal City practice.
PASSED AND ADOPTED by the West Sacramento City Council this 21st day of May 2025, by the following vote:
AYES:
NOES:
ABSENT:
_________________________________
Martha Guerrero, Mayor
ATTEST:
_______________________________
Jennifer Cusmir, City Clerk
473
Attachment 2
CITY OF WEST SACRAMENTO
STORM DRAINAGE MAINTENANCE
DISTRICT #1
REPORT FOR
FISCAL YEAR 2025-2026
By
MARC ROTTEVEEL
SENIOR FINANCE ANALYST
474
2 INTRODUCTION
Most property within the City limits is provided storm drainage services by one of the three Reclamation Districts. One exception is the approximately 85 acres in size storm drain maintenance area in the vicinity of what was formerly referred to as Raley's Landing, now encompassed within the Washington Neighborhood Area Plan. Since 1990, this area has been provided maintenance services via a special assessment district, Storm Drain Maintenance District No. 1 (“the District”). While additional storm drain maintenance districts were anticipated, no others were formed beyond this single district.
Facilities within the District were first constructed in 1964 as part of Reclamation District 811 (no longer in existence) to collect storm water runoff, convey it to a point adjacent to the Sacramento River levee and pump it into the river. In 1989, the pumping facility was rebuilt as part of the Raley's Landing Assessment District (also no longer in existence). These facilities are operated and maintained by the City of West Sacramento, using revenues collected under the procedures outlined below.
On May 10, 1989, the City Council adopted Resolution 89-62 which formed the District pursuant to the Storm Drain Maintenance District Act of 1937, or “the 1937 Act”. Each year, the City Council conducts a public hearing to hear objections to the placement of assessments on the next year’s tax roll. Following the public hearing, staff submits the tax levy to Yolo County and, and the County collects the assessment on the regular property tax bill.
METHOD OF ASSESSMENT
Parcel acreage assessment is best suited for storm drainage improvements. The improvements themselves are centrally located, but the benefits of the storm drain improvements are spread to all parcels included within the District. This benefit is outlined in the “Diagram of Assessment for Storm Drain Maintenance Area No. 1, a copy of which is on file with the City Clerk. The parcels themselves differ greatly in size and the Parcel acreage method of assessment address the fact that larger parcels will benefit more.
This takes into consideration the fact that the benefit is directly related to parcel size. The greater the parcel size, the more runoff occurs, the greater the assessment.
The parcel acreage can include only the portion of the parcel which falls within the boundaries of the watershed. A parcel which falls in more than one watershed will only be assessed for the acreage in this district.
Thus, the parcel acreage unit of benefit is based on parcel size. The total combined acreage of the parcels within a zone is divided by the cost of the assessment to determine a per-acre cost for the service. This amount is then multiplied by the number of acres or percentage of acre of each individual parcel to determine the amount to be assessed to each parcel. The larger the parcel, the larger the assessment will be.
LIST OF ATTACHMENTS
Assessment Diagram: An assessment diagram referenced to the Yolo County Assessor Parcel Maps is on file with the City of West Sacramento, California, and is part of this report, whether or not attached.
475
3 Improvement Plans: A set of plans showing storm drainage improvements of the City of West Sacramento Storm Drainage Maintenance District #1 is on file with the City of West Sacramento, California, and is part of this report, whether or not attached.
Assessment Roll: An assessment roll is on file with the City of West Sacramento and is part of this report. Parcels with twelve digits are Yolo County Assessor Parcels numbers, those with nine digits are State Board of Equalization numbers.
It should be noted that the District was formed without an annual Construction Cost Index (CCI) escalator, and therefore costs still reflect those included at the time of formation in 1989. 476
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\MAPPING\CITY_DATA\DEPARTMENTS\FINANCE\CURRENT\DATA\LIGHTING_LANDSCAPING\SHAPES_district_maps City of West Sacramento Mayl 2014 I.T. Division (916) 617-4529 477
CITY COUNCIL AGENDA REPORT
MEETING DATE: May 21, 2025 ITEM # 13
SUBJECT:
CONSIDERATION OF RATIFICATION OF STRATEGIC PLAN SUMMARY FOR 2025 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ X ] Staff
[ ] Other
Amanda Berlin, Assistant City Manager
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action
OBJECTIVE
The purpose of this report is to seek ratification of the City Council’s Strategic Plan Summary for 2025.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council review and ratify the attached 2025 Strategic Plan Summary.
BACKGROUND
For over 20 years, the City Council has met annually for a strategic planning session. One of the primary products from each session is a Policy and Management Agenda for the year, which is presented in a Strategic Plan Summary. The Council develops the City’s annual Strategic Plan Summary by identifying strategic priorities for action and implementation in that year based on consideration of and selection from both councilmemberpresented ideas, projects, programs and initiatives, as well as staff-identified projects and programs.
The Strategic Plan Summary includes two main categories of items. The Policy Agenda reflects those projects, programs or ideas wherein the Council believes it still needs to provide policy guidance. The Management Agenda has project, programs or ideas where, generally, the Council has given policy guidance, and the matter now rests with the management team to implement or take the next steps.
Based on the Strategic Plan Summary, staff also produces an Action Agenda which serves as a more detailed description of each of the items in the Summary along with the department overseeing the item, and the expected milestones, completion dates and notes. It also contains a third category of items, Major Projects, which includes development, capital and planning projects funded in the CIP or by Council action which need design or to be constructed/implemented. The document is intended to be a living document and is updated periodically as milestones are reached, added or revised. Subsequent to ratification of the 2025 Strategic Plan Summary, the 2025 Action Agenda will be completed and both documents will be provided to the Council and posted on the City’s website.
ANALYSIS
The City Council met on February 6 & 7 for its 2025 strategic planning session. The attached 2025 Strategic Plan Summary reflects the primary outcome from the annual strategic planning session and comprises the Policy and Management Strategic Priorities for action and implementation in the upcoming year. Given their magnitude and complexity, some items on the 2025 Strategic Plan Summary have been carried over from prior years. The format of the 2025 Strategic Plan Summary includes the lists of Policy and Management Priorities as well as a graphic that visually demonstrates the Strategic Principles reflective of and tied to the items on the lists by color.
Environmental Considerations
N/A
Commission Recommendation
N/A
Strategic Plan Integration
The 2025 Strategic Plan Summary reflects the primary work product from the Council’s annual strategic planning session.
478
2025 Strategic Plan Summary
May 21, 2025
Alternatives
Staff recommends ratification of the 2025 Strategic Plan as reflective of the discussion at the Council’s planning session. As an alternative, the Council could modify any of the wording or order of items.
Coordination and Review
The 2025 Strategic Plan Summary was first agreed upon by the Council at its February planning session.
Budget/Cost Impact
Any fiscal impacts for the recommended strategic plan action items will be brought to Council as part of the budget process, or to Council separately, for consideration.
ATTACHMENT
1. 2025 Strategic Plan Summary
479
STRATEGIC
PRINCIPLES
MOBILITY &
CONNECTIVITY
Provide convenient and
sustainable choices for
people to get where
they are going.
INCLUSIVE & DIVERSE
Effectuate equitable investment
and social/environmental justice in
the city and cultivate an
organization that reflects our city’s
diversity.
PARKS &
OPEN SPACE
Provide diverse outdoor
options for recreation and
community with nature at
any age.
CORE SERVICES &
INFRASTRUCTURE
Sustain a financially sound city
in which everyone feels safe and
secure, with quality services and
well-maintained infrastructure.
CLIMATE & ENERGY
RESILIENCY
Reduce climate impact, protect
our environment and energy
and improve reliability.
ENGAGE & LEARN
Leverage existing and new
programming to support a
sense of community and
lifelong learning.
HOUSING &
HOMELESSNESS
Provide housing options for
everyone and services for the
most vulnerable members of our
community.
LOCAL ECONOMIC DEVELOPMENT
Catalyze development in riverfront and downtown
areas and attract and retain businesses to maintain
a strong and diverse local economy.
2025 STRATEGIC PRIORITIES
MANAGEMENT
Homelessness & Communitywide Impact
Management
Retail Cannabis Program Implementation
I Street Bridge Replacement/Deck Conversion
Municipal Workforce Diversity & Gender Equality
Grand Gateway Development
Pheasant Club Development
Tourism Improvement District Formation
Stormwater Flood Protection & Maintenance
West Capitol Avenue Enforcement/Enhancement
Proactive & Strategic Communications
POLICY
Flood Protection Construction
Light Rail Extension/Transit Expansion
Enterprise Crossing Project Development
Bryte Park Master Plan Implementation
Stone Lock Planning & Development
Climate Action Plan Adoption
Clarksburg Trail Enhancements
Affordable Childcare/Home Run Integration
Tree Preservation Ordinance Updates & Urban
Forest Master Plan
Measure O/EIFD Bond Implementation
Citywide Public Safety, Security & Service
Metrics
Jefferson Boulevard/Highway 50 Entryway
Beautification
Southport Framework Plan Review & Design
Guidelines
Sidewalk Repair Program
Equitable Investment Strategy/Programs
Development Services Enhancements
Neighborhood-Focused Road Safety/Traffic
Calming Plans
Emergency Water Intertie
480
CITY COUNCIL AGENDA REPORT
MEETING DATE: May 21, 2025 ITEM # 14
SUBJECT:
PRESENTATION TO CONSIDER THE 2025 ANNUAL ACTION PLAN FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Isaah Alford, Associate Community Investment Planner
Economic Development and Housing
ATTACHMENT [X] Yes [ ] No [ ] Information [X] Direction [ ] Action
OBJECTIVE
The objective of this report is to provide the City Council with information necessary to provide comments on proposed activities for Community Development Block Grant (CDBG) funding for the 2025 Annual Action Plan.
RECOMMENDED ACTION
Staff respectfully recommends that the Council hear a presentation from staff and provide direction on the proposed activities for the CDBG Program 2025 Annual Action Plan.
BACKGROUND
The City of West Sacramento became eligible to receive federal CDBG Entitlement funding from the U.S.
Department of Housing and Urban Development (HUD) in fiscal year 2016/2017. In accordance with HUD regulations, the City developed a five-year Consolidated Plan examining the needs of low-income persons and neighborhoods and setting goals for the use of CDBG funding. The current HUD Income Limits for Yolo County can be found in Attachment 1. The consolidated planning process honors community connections established during previous outreach efforts and builds upon the community concerns voiced during the citizen participation process. The City’s 2021-2025 Consolidated Plan was adopted by the City Council on April 21, 2021, and subsequently approved by HUD. The Consolidated Plan identified six goals to be addressed within the fiveyear period:
Consolidated Plan Goals:
1. Address the supportive services needs of persons experiencing homelessness and those at risk of homelessness;
2. Create low-barrier housing opportunities for persons experiencing homelessness and extremely lowincome households;
3. Construct infrastructure improvements in low-income neighborhoods;
4. Provide Fair Housing services for low-and moderate-income residents;
5. Support small business success; and
6. Preservation of Affordable housing stock.
No more than 15% of the annual allocation may be spent on public services. Additionally, the City is limited to no more than 20% each year for general program administration such as required reporting to HUD, addressing fair housing issues, conducting environmental review of CDBG funded projects, or for planning activities such as developing the Consolidated Plan, Annual Action Plan, and required fair housing studies.
For the 2025 federal fiscal year, the City must complete a new Annual Action Plan, following the process outlined in the City's Citizen Participation Plan. The following schedule was developed for the 2025 Annual Action Plan:
CDBG Annual Action Plan Task Date
Public Hearing #1 before the Economic Development and Housing Commission to Announce 2025 CDBG Funding Availability 01/22/25 Parks, Recreation & Intergenerational Services Commission Presentation 02/04/25
Draft 2025 Annual Action Plan Public Comment Period 02/14/25- 03/15/25
City Council Workshop on the Annual Action Plan 05/21/25 481
CDBG Annual Action Plan
May 21, 2025
CDBG Annual Action Plan Task Date
Public Hearing #2 before the City Council to Approve the Annual Action Plan Prior to Adoption 06/18/25
Annual Action Plan Due to HUD 07/01/25*
*Date may vary depending on when CDBG allocations are announced by HUD.
ANALYSIS
HUD encourages jurisdictions to focus CDBG funds on activities that will provide a significant impact, rather than spreading funds around in a “scatter shot” manner. The impact of CDBG can be further enhanced by using funds to leverage other local, State or federal sources. The federal CDBG program is a flexible funding source which allows Entitlement jurisdictions to use the money for a wide range of activities including, but not limited to:
Acquisition and/or rehabilitation of affordable housing (new housing construction is not allowed). Acquisition, construction or rehabilitation of public facilities serving low-income persons (e.g. parks, youth centers, health clinics or homeless shelters).
Construction or rehabilitation of public infrastructure that serves low-income residential units or neighborhoods (e.g. sewer lines or street improvements). Public services limited to low-income residents (e.g. homeless programs, youth programs, services for the elderly).
Economic development activities that create jobs for low-income persons (e.g. business loans) or assistance to low-income microenterprise business owners. General administration and planning studies for CDBG eligible projects. 2025 CDBG Funding Available
HUD has not announced funding for program year 2025, but the City anticipates receiving an allocation similar to 2024 program year of $519,475 for the fifth, and final, year of the Consolidated Plan. Additional resources for the 2025 Annual Action Plan will include $15,000 in anticipated program income and a carry-over amount of $277,438.41 from prior year resources. Program income is received by the City as past CDBG loans are repaid, or payments are received; carry-over funds come from prior-year allocations that were not drawn down because the City is required to spend Program Income funds before any allocation funds are spent.
It is important to note that Consolidated Plan goals are planned to be fulfilled during the entirety of the five-year period and not all with CDBG funds. Additionally, given the limited CDBG funds received by the City not every goal may be fulfilled. The draft 2025 Annual Action Plan (Attachment 2) recommends the following activities and funding allocations:
Activity Consolidated Plan Goal Alignment Allocation
Amount
Homeless Emergency Housing
Rehabilitation Project
Consolidated Plan Goal #2: Create low-barrier
housing opportunities for persons experiencing
homelessness and extremely low-income
households.
$552,101.12
Supportive Services for Homeless
Emergency Housing Program
Consolidated Plan Goal #1: Address the
supportive services needs of persons
experiencing homelessness and those at risk of
homelessness.
$97,429.61
General Administration and
Planning
Consolidated Plan Goal #4 (Low-Priority):
Provide Fair Housing services for low-and
moderate-income residents.
$162,382.68
Total $811,913.41
2025 Potential Activities
Homeless Emergency Housing Rehabilitation Project - In December 2020, the City acquired the 40-unit Rodeway Inn motel to operate a Homekey Program to provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. In June 2023, the City expanded its homeless emergency housing offerings by acquiring the 21- unit Flamingo Motel to expand homeless emergency housing options. Both sites provide non-congregate 482
CDBG Annual Action Plan
May 21, 2025
interim housing for persons experiencing homelessness. Recently, the City acquired three additional motel sites (Pick Wick, El Tejon and Westwood motels), to further expand the City’s Homeless Emergency Housing Program and assist in transitioning program participants from the former Rodeway Inn and Flamingo Motel sites, which are scheduled to terminate in late 2025/early 2026. The former Pick Wick, El Tejon and Westwood motel sites require varying levels of rehabilitation to be ready for occupancy by program participants and the City allocated $482,660 of its 2024 CDBG funds to assist with initial improvements. Up to $552,101.12 is proposed to be used to complete remaining rehabilitation needs. Improvements include, but are not limited to, electrical system upgrades, roof repairs or replacement, exterior dry-rot repair and painting, and installation of safety/security equipment such as lighting and cameras. Homeless Supportive Services – Up to $97,429.61 is proposed to be used to support the case management contracts for the Homeless Emergency Housing Program at any of the sites in operation. The City is limited to no more than 15% of its annual allocation and program income for social services activities.
The goal of the Homeless Emergency Housing Program is to get program participants stabilized and moved into permanent housing. It is anticipated that the project will serve at least 60 homeless households in 2025. General Administration and Planning – Up to $162,382.68 of CDBG funds are proposed for program administration activities including reporting to HUD, conducting environmental review of CDBG funded projects, planning activities such as developing the Annual Action Plan, and affirmatively furthering fair housing by providing fair housing counseling services to residents of West Sacramento. The City is limited to no more than 20% of its annual allocation and program income for general program administration.
Environmental Considerations
Activities receiving CDBG funding must satisfy all National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) requirements. HUD requires the City to complete all required NEPA/CEQA reviews prior to initiating any grant activity.
Commission Recommendation
In January and February 2025, staff presented information to the Economic Development and Housing (EDH) Commission and the Parks, Recreation, and Intergenerational Services (PRIS) Commission, respectively, on the availability of CDBG funds and to obtain feedback for funding recommendations. The EDH Commission recommended reporting on outcome measures of previously funded projects and if the intended objectives were met. They also inquired about the upcoming 5-year Consolidated Plan process and encouraged staff to leverage workforce training funds and teach employment skills. The PRIS Commission inquired if CDBG funds were available for Parks and Recreation Department activities and also recommended including information on past program outcomes for future Annual Action Plans. Lastly, both commissions recommended sharing information on CDBG Program success stories, the number of unhoused individuals placed into permanent housing and how it impacts West Sacramento residents.
Strategic Plan Integration
CDBG Program funding is a critical component of the City’s mission to provide quality municipal services, infrastructure, community improvements, financially sound city government and a superior workforce.
Completion of the 2021- 2025 Consolidated Plan was a 2024 Strategic Plan Top Priority Management Agenda item.
Alternatives
The following alternatives are submitted for the Council’s consideration:
1. Elect not to provide comments/direction to staff. This is not recommended because the Citizen Participation Plan requires Council comment and involvement throughout the Annual Action Plan process; or
2. Continue the meeting to a future meeting date.
These alternatives are not recommended as staff must maintain the provided schedule to complete the draft Annual Action Plan by July 1, 2025.
Coordination and Review
This report and the funding recommendations were coordinated with Capital Projects staff who are currently manage building improvements for the Homeless Emergency Housing Program. 483
CDBG Annual Action Plan
May 21, 2025
Budget/Cost Impact
The City anticipates receiving an estimated $519,475 in CDBG funding for 2025. Annual allocations of CDBG funds are contingent upon the HUD budget as approved by congress. Additional resources for the 2025 Annual Action Plan will also include $15,000 in anticipated program income and a carry-over amount of $277,438.41 from prior year resources.
ATTACHMENTS
Attachment 1 – HUD Area Median Household Income for Yolo County - 2025 Attachment 2 – 2025 Annual Action Plan Draft
484
Attachment 1
HUD Area Median Household Income for Yolo County
485
Annual Action Plan 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment 2
Community Development Block Grant Annual Action Plan
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of West Sacramento (City) became eligible to receive federal Community Development Block Grant (CDBG) Entitlement funding from the U.S. Department of Housing and Urban Development (HUD) in Fiscal Year 2016/17. In accordance with HUD regulations, the City developed a five-year Consolidated Plan examining the needs of low-income persons and neighborhoods and setting goals for the use of CDBG funding. The consolidated planning process honors community connections established during previous outreach efforts and builds upon the community concerns voiced during the citizen participation process. The consolidated plan process included: a review of previously collected data, recent census data and other available data; citizen input received from focus groups; presentations to City Commissions, the City Council and interested groups; and three public hearings. The City of West Sacramento's 2021-2025 Consolidated Plan was adopted by the West Sacramento City Council on April 21, 2021 and approved by HUD. The 2021-2025 Consolidated Plan identified six goals to be addressed within the five-year period:
Consolidated Plan Goal #1: Address the supportive services needs of persons experiencing homelessness and those at risk of homelessness;
Consolidated Plan Goal #2: Create low barrier housing opportunities for persons experiencing homelessness and extremely low-income households;
Consolidated Plan Goal #3: Construct infrastructure improvements in low-income neighborhoods; Consolidated Plan Goal #4: Provide Fair Housing services for low-and moderate-income residents; Consolidated Plan Goal #5: Support small business success; and Consolidated Plan Goal #6: Preservation of Affordable housing stock.
For each year of the Consolidated Plan, the City must develop an Annual Action Plan (Action Plan) detailing how CDBG funds will be used to meet the overall goals of the Consolidated Plan. Once an Annual Action Plan is adopted, the federal CDBG Entitlement funding from HUD is distributed to the City on a fiscal-year basis (July-June). At the beginning of each program year (PY), the City is allocated its yearly award and required to use its funds as prescribed within that year's Annual Action Plan.
2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.
The Action Plan serves as an outline of the City’s intent to pursue the overall goals of HUD’s community development and planning programs, including:
Provide decent and quality housing;
To establish and maintain a suitable living environment; and To expand economic revitalization opportunities.
The Action Plan also serves as:
486
Annual Action Plan 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
A planning document for the City, based on a participatory process; An annual application for federal funds under HUD’s formula CDBG grant program; and A strategy for administering HUD programs; and
A plan that provides a basis for assessing performance.
Additionally, the 2025 Action Plan will prescribe how the current year's funding will further the goals outlined within the City's 2021-2025 Consolidated Plan. The 2025 Action Plan will provide funding for activities that further the following goals:
Consolidated Plan Goal #1: Address the supportive services needs of persons experiencing homelessness and those at risk of homelessness;
Consolidated Plan Goal #2: Create low barrier housing opportunities for persons experiencing homelessness and extremely low-income households; and
Consolidated Plan Goal #4: Provide Fair Housing services for low-and moderate-income residents
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
Since becoming eligible for the Federal Entitlement program, the City's CDBG allocations have been used to support projects that have furthered the goals outlined within the 2016-2020 Consolidated Plan and the 2021-2025 Consolidated Plan.
A summary of those projects is outlined below by program year.
Program Year 2017 & 2018 Projects
Permanent Supportive Housing: The 2017 and 2018 Action Plans allocated funding to help acquire property suitable for the development of an initial minimum of 20 units of housing targeted to persons experiencing homelessness and persons at-risk of homelessness. The City partnered with Mercy Housing California to acquire a site to support up to 85 units of permanent supportive housing that would offer low barriers to entry and onsite supportive services to those targeted persons. The Mercy Housing PSH project was completed in December 2021 and remains 100% occupied. This project is in support of addressing Consolidated Plan Goal #1 (High Priority): Reduce the incidence and impact of homelessness.
Program Year 2019 Project
Washington Public Infrastructure Improvements: The 2019 Action Plan allocated funding support frontage improvements along E and F Streets between Sixth and Fifth Streets to allow for improved ADA accessibility to access public transportation, local parks, and riverfront trails within the Washington Neighborhood. This project is in support of Consolidated Plan Goal #2 of the 2016-2020 Consolidated Plan: Achieve goals in the HUD Challenge Grant funded Washington Realized: A Sustainable Community Strategy. This project is currently on hold until additional construction funding is identified.
Program Year 2020 & 2021 Project
Homekey Program: In an effort to assist the homeless amid the COVID-19 pandemic, City Council authorized acquisition of the 40-unit Rodeway Inn motel. The acquisition of the Rodeway Inn was made possible with funds 487
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from the State Homekey Program, This project was in support of Consolidated Plan Goal #1 (2016-2020 Consolidated Plan) to reduce the incidence and impact of homelessness.
Additionally, the City allocates a portion of its General Administration and Planning cap to fund activities that affirmatively further fair housing. This allocation set aside has been used to participate in the development of a Sacramento regional Analysis of Impediments to Fair Housing and fund a contract with a fair housing services consultant to provide fair housing outreach, counseling, education, testing, enforcement, and landlord/tenant dispute resolution. These services are offered to reduce discrimination and the incidence of homelessness due to avoidable evictions. These activities are in support of addressing Consolidated Plan Goal #4 (2016-2020 Consolidated Plan) Affirmatively further fair housing compliance.
At the end of each program year, the City is required to complete a Consolidated Annual Performance Evaluation Report (CAPER). This annual report is required by the U.S. Department of Housing and Urban Development (HUD). More on the City's evaluation of past performance can be found within these reports. These annual reports are available for public review on the City of West Sacramento's website and copies are available at City Hall (1110 West Capitol Avenue; West Sacramento, CA 95691).
Program Year 2022 Project
Microenterprise Assistance: The 2019 Action Plan allocated funding to provide a microenterprise technical assistance program for low- to moderate-income individuals who currently own or are actively working towards developing a business that is expected to be a microenterprise at the time it is formed. This goal is in support of Consolidated Plan Goal #3 (2016-2020 Consolidated Plan): Strengthen economic opportunities for lower-income households. The City entered a contract with the California Hispanic Chamber of Commerce (CHCC) to administer the program. Due to the COVID pandemic, the program was delayed but the CHCC was able to initiate services in 2022. The program provided a thorough business development and financial literacy process for participants. As a result, a total of 24 business development workshops were conducted in English and Spanish and 17 small businesses received technical assistance services.
Program Year 2023 Project
River Walk Trail: The 2016 Action Plan allocated funding for design and engineering for improvements to the River Walk Trail from the I Street Bridge north to the Broderick Boat Ramp, located in the Washington Neighborhood (Census Tract 101.01). This project will provide a bike/pedestrian route and ADA improvements to activate the riverfront and allow residents in the Washington neighborhood access to a viable option to reach the job centers in downtown Sacramento without using a motor vehicle. This project was in support of addressing Consolidated Plan Goal #2 of the 2016-2020 Consolidated Plan and Goal #3 of the 2021-2025 Consolidated Plan. This project was completed in August 2023.
Program Year 2024 Project
Washington and Broderick Lighting and Safety Project: The 2023 Action Plan allocated funding to support the Washington and Broderick Lighting and Safety Improvement Project to 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 security cameras to improve policing resources. 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. This project was in support of addressing Consolidated Plan Goal #3 of the 2021-2025 Consolidated Plan.
4. Summary of Citizen Participation Process and consultation process 488
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Summary from citizen participation section of plan.
The City's Economic Development and Housing (EDH) Commission conducted a public hearing on January 22, 2025 to announce the availability of Program Year (PY) 2025 CDBG funding and to receive public comments regarding possible activities for funding. On February 4, 2025, a presentation was made to the City's Parks, Recreation and Intergenerational Services (PRIS) Commission to receive Commission feedback regarding possible activities for funding. On May 21, 2025, the City Council will conduct a final public hearing to review the Annual Action plan prior to its adoption and provide authorization for submission to HUD for approval.
The draft Action Plan will be made available to the public for a 30-day review period starting February 14, 2025 and ending March 14, 2025. All public hearings and noticing periods were properly noticed in the West Sacramento News-Ledger and emailed to interested individuals and agencies including the Yolo County Homeless and Poverty Action Coalition (HPAC), which acts as the local Continuum of Care, and the Bryte and Broderick Community Action Network (BBCAN).
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.
Mercy Coalition provided public comment before the Economic Development and Housing Commission requesting funding for the Mosaic Village Project. The Mosaic Village is an urban infill project that can provide services such as housing, employment, mental health and food security. A key component of the Mosaic Village will be 20 studio of permanent supportive housing. Mosaic Housing will look to bring supportive services that are available across the Mosaic Village campus.
6. Summary of comments or views not accepted and the reasons for not accepting them All comments received through the citizen participation process are evaluated and closely considered by staff. CDBG funds are limited and not sufficient to fund all projects discussed during public hearings and other community outreach efforts.
Many suggested activities are eligible for other funding such as Yolo County CalWorks and the City's Measure E fund which will provide funds for homeless services and projects. Projects proposed for 2025 funding will support the City's 2021- 2025 Consolidated Plan and address the most significant needs identified during the citizen participation process.
7. Summary
Citizen participation is critical to the CDBG planning process to identity the most pressing needs of lower-income neighborhoods and persons. The City's 2021-2025 Consolidated Plan citizen participation process included extensive outreach to individuals, non-profit organizations, social service agencies and governmental agencies to ensure the most effective use of scarce local resources to affect long-term, substantial change in the lives of lower-income residents of West Sacramento. The citizen participation process for the 2025 Annual Action Plan builds on the consolidated planning process and exceeds the requirements in the City's Citizen Participation Plan.
All comments received through the citizen participation process are evaluated and closely considered by staff. CDBG funds are limited and not sufficient to fund all projects discussed during public hearings and other community outreach efforts.
Many suggested activities are eligible for other funding such as Yolo County CalWorks and the City's Measure E funds which will provide funds for homeless services and projects. Projects proposed for 2025 funding will support the City's 2021-2025 Consolidated Plan and address the most significant needs identified during the citizen participation process. 489
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator West Sacramento Economic Development & Housing Department
Table 1 – Responsible Agencies
Narrative (optional)
Consolidated Plan Public Contact Information
Isaah Alford, Community Investment Planner
Economic Development and Housing Department
City of West Sacramento
1110 West Capitol Avenue, 3rd Floor
West Sacramento, CA 95691
(916) 617-4555
[email protected]
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City of West Sacramento Citizen Participation Plan outlines the process for development of the Action Plan. At a minimum, the City must:
Conduct at least two public hearings;
Provide presentations to the Economic Development and Housing Commission and the Parks, Recreation and Intergenerational Services Commission; and Draft an Annual Action Plan and make it available for public review and comment for a 30-day period prior to adoption.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City is an active participant in the Yolo County Homeless and Poverty Action Coalition (HPAC), which acts as the local Continuum of Care, along with the Yolo County Department of Health and Human Services, the Housing Authority of Yolo County (Yolo County Housing), the U.S. Veteran’s Administration and local health, and mental health and service provider agencies. City staff attends monthly HPAC meetings and is a voting member. Additionally, a City Council member sits on the Yolo County 10-Year Homeless Plan Executive Committee, which oversees county-wide homeless efforts.
The City of West Sacramento is signatory to the ten-year plan entitled “One Piece at a Time: Ending and Preventing Homelessness for Yolo County Residents” available at www.yolocounty.org.
The City employs a full-time Homeless Outreach Coordinator who provides outreach, referrals and case management to homeless individuals; and acts as the City’s liaison with Yolo County and homeless service providers. The City is very involved with local developers of affordable housing. A member of the City Council sits on the Yolo County Housing Authority Advisory Board and City staff are available to provide technical assistance as needed to developers. The City has provided financial assistance to a number of affordable housing developers over the years. Recent examples include the development of West Gateway Place, a partnership between Jamboree Housing and the West Sacramento Housing Development Corporation. West Gateway Place Phase 1 opened in February 2017 with 76 affordable apartment homes. The City provided $8.11 million in permanent financing, which includes $1.1 million of State CDBG program income for public infrastructure needed to support the project. A second phase is under development and City staff are working closely with the developer to develop the project. The City committed over $10 million for WGP II, including HOME Program Income Funds, Housing Trust Funds and a land carry back loan. The project is anticipated to be completed in early summer 2025. Additionally, the City partnered with Mercy Housing California to develop an 85 units permanent supportive housing project. The City contributed over $3 million in gap financing, including CDBG funds and Housing Trust Funds. The PSH project was completed in December 2021 and is 100% occupied. 491
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Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
City staff participate in the local Continuum of Care known as the Yolo County Homeless and Poverty Action Coalition (HPAC) to ensure that all homeless activities are coordinated with local service providers, the Yolo County Department of Health and Human Services, the Housing Authority of Yolo County and other community partners.
The City shares in the cost for the Yolo County Homeless Coordinator position, along with Yolo County and the Cities of Davis, Woodland and Winters. There are no emergency shelters located in West Sacramento, however the City provides funding to Fourth and Hope, an emergency shelter in Woodland serving many homeless persons originating from West Sacramento. In 2013, the City assisted Friends of the Mission, a non-profit organization associated with Fourth and Hope, to acquire and rehabilitate four units of permanent supportive housing for formerly homeless persons using NSP3 funding received from the State of California. In the mid-1990s, the City provided State CDBG funding to Shores of Hope (formerly United Christian Centers of Sacramento) for the acquisition and rehabilitation of an 11-unit transitional housing facility which now serves transitional aged homeless youth.
Since 2020, the City has operated a homeless emergency housing program to provide emergency housing for the City’s unhoused population. The program is comprised of four former motel sites that the City acquired in 2020, 2023, and 2024. More than 100 unique individuals are being served at any given time and receive case management, housing navigation, and other supportive services. City has received ESG funding from the COC to support program operations.
The City employs a full time Homeless Outreach Coordinator who provides outreach, case management, referrals and housing search assistance to at-risk and homeless persons. The Homeless Coordinator is part of a Community Intervention Program, a joint partnership between the City's Police Department and the Yolo County Health and Human Services Department facilitating referrals to services such as medical, mental health, social security, food stamps, substance abuse treatment, financial assistance and job counseling.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities. 492
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Agency/Group/Organization Yolo County Homeless & Poverty Action Coalition Agency/Group/Organization Type Services – Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Anti-poverty Strategy
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City emails public notices for all CDBG public
hearings and public review periods to the Yolo County
Homeless & Poverty Action Coalition (HPAC), which
then distributes the emails to their members. The City
meets with the Yolo County Homeless & Poverty Action
Coalition (HPAC) monthly. The City will send the draft
Annual Action Plan to HPAC on February 14, 2025.
Agency/Group/Organization West Sacramento Economic Development and Housing Commission
Agency/Group/Organization Type Other government - Local Business and Civic Leaders
What section of the Plan was addressed by
Consultation?
Economic Development
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City's Economic Development and Housing (EDH)
Commission is composed of seven West Sacramento
residents tasked by the City Council to provide
recommendations regarding affordable housing and
economic development policy issues. The EDH
Commission conducted a public hearing on January 22,
2025 to receive public comments regarding the
availability of 2025 CDBG funds and possible activities for funding.
Agency/Group/Organization West Sacramento Parks, Recreation and Intergenerational Services Commission
Agency/Group/Organization Type Other government - Local Civic Leaders
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
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Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Parks, Recreation and Intergenerational Services
Commission is composed of eight City residents tasked
by the City Council to provide recommendations on
programs, facilities and services serving youth and the elderly; in addition to City recreational facilities and trails. The PRIS Commission received a presentation on
February 4, 2025 regarding the use of CDBG funds to
date and was asked to provide comments on activities
under consideration for 2025 CDBG funding.
Agency/Group/Organization Yolo County Homeless & Poverty Action Coalition Agency/Group/Organization Type Services – Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Anti-poverty Strategy
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City emails public notices for all CDBG public
hearings and public review periods to the Yolo County
Homeless & Poverty Action Coalition (HPAC), which
then distributes the emails to their members. The City
meets with the Yolo County Homeless & Poverty Action
Coalition (HPAC) monthly. The City sent the draft 2025
Annual Action Plan to HPAC on February 14, 2025.
Agency/Group/Organization West Sacramento Economic Development and Housing Commission
Agency/Group/Organization Type Other government - Local Business and Civic Leaders
What section of the Plan was addressed by
Consultation?
Economic Development
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Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City's Economic Development and Housing (EDH)
Commission is composed of seven West Sacramento
residents tasked by the City Council to provide
recommendations regarding affordable housing and
economic development policy issues. The EDH
Commission conducted a public hearing on January 22,
2025 to receive public comments regarding the
availability of 2025 CDBG funds and possible activities for funding. EDH commissioners recommended
providing measures of previously funded projects and
emphasized needs met. EDH Commissioners also
inquired about the 5-year consolidated plan process.
Encouraged staff to ensure staff is leveraging workforce training funds and teaching employment skills.
Agency/Group/Organization West Sacramento Parks, Recreation and Intergenerational Services Commission
Agency/Group/Organization Type Other government - Local Civic Leaders
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Parks, Recreation and Intergenerational Services
Commission is composed of eight City residents tasked
by the City Council to provide recommendations on
programs, facilities and services serving youth and the elderly; in addition to City recreational facilities and trails. The PRIS Commission received a presentation on
February 4, 2025 regarding the use of CDBG funds to
date and was asked to provide comments on activities
under consideration for 2025 CDBG funding. PRIS
commissioner inquired if CDBG funds were available for
the Parks Department Activities.
PRIS commissioners recommended reporting statistics
to show that funds and outcomes of selected activities
are reflected within future plans. In addition,
commissioners recommended including success stories
of how many unhoused individuals were placed into
permanent housing—displaying results of the funding
and how it impacts West Sacramento residents.
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Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City consulted all agencies known to have an interest in the needs of low-income persons and all agencies identified in the Citizen Participation Plan as required for Action Plan development.
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Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Yolo County Plan to Address Homelessness –
January 2019
Yolo County The 2025 Annual Action Plan is consistent with the Yolo County Plan to Address
Homelessness completed by Yolo County in
2019. Through a set of stakeholder interviews,
consumer focus group, and community
meetings the Plan identified four key issue
areas to focus on in developing solutions and
action steps to improved the homelessness
system of care and ultimately improve
housing and health outcomes for participant.
The solutions focus on:
Strengthening the homeless crisis
response system with an emphasis on
developing prevention services.
Increasing affordable housing options
of the most vulnerable.
Stabilizing and maintaining physical
and behavioral health for those with
the highest needs.
Examining systems-level
coordination and identifying
opportunities for improved
partnership.
Table 3 – Other local / regional / federal planning efforts Narrative (optional)
497
AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation.
Summarize citizen participation process and how it impacted goal-setting.
The City's Economic Development and Housing (EDH) Commission conducted a public hearing on January 22, 2025 to announce the availability of Program Year (PY) 2025 CDBG funding and to receive public comments regarding possible activities for funding. On February 4, 2025, a presentation was made to the City's Parks, Recreation and Intergenerational Services (PRIS) Commission to receive Commission feedback regarding possible activities for funding. On April 30, 2024, the City Council will conduct a final public hearing to review the Annual Action plan prior to its adoption and provide authorization for submission to HUD for approval.
The draft Action Plan will be made available to the public for a 30-day review period starting February 14, 2025 and ending March 15, 2025. All public hearings and noticing periods were properly noticed in the West Sacramento News-Ledger and emailed to interested individuals and agencies including the Yolo County Homeless and Poverty Action Coalition (HPAC), which acts as the local Continuum of Care, and the Bryte and Broderick Community Action Network (BBCAN).
498
Citizen Participation Outreach
Sort Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Newspaper Ad Non-English
Speaking - Specify
other language:
Spanish
Nontargeted/
Broad community
A total of three
newspaper ads were
published. One was
to notice public
hearings, and one
will be noticed on
February 14th for the
30-day comment
period. The last will
be notice the public
hearing at the April
30, 2025 Council
meeting.
There were no RFPs
solicited for this year’s
funding. CDBG service
activity was capped at
15% using supportive
services for homeless
individuals.
499
Sort Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
2 Public Hearing Non targeted/
Broad community
EDH commissioners
recommended
providing measures
of previously funded
projects and
emphasized needs
met. EDH
Commissioners also
inquired about the 5-
year consolidated
plan process.
Encouraged staff to
ensure staff is
leveraging workforce
training funds and
teaching employment
skills.
Mercy Coalition
provided public
comment before
the Economic
Development and
Housing
Commission
requesting funding
for the Mosaic
Village Project. The
Mosaic Village is an
urban infill project
that can provide
services such as
housing,
employment,
mental health and
food security. A key
component of the
Mosaic Village will
be 20 studio of
permanent
supportive housing.
Mosaic Housing will
look to bring
supportive services
that are available
across the Mosaic
Village campus.
500
Sort Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
across the Mosaic
Village campus.
3 Internet Outreach Nontargeted/broad
community
For each public
hearing and public
comment period,
notices were
published on the
City's website. These
notices included
information and links
to CDBG program
documents.
4 Email Listservs Local Continuum of
Care
For each public
hearing and noticing
period, the City sent
emails to the
Broderick and Bryte
Community Action
Network, and the
Homeless and
Poverty Action
Coalition.
Table 4 – Citizen Participation Outreach
501
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
HUD awarded $519,475 in federal Entitlement CDBG funds to the City of West Sacramento for fiscal year 2025/2026. The City estimates receiving $15,000 in program income and a carry-over amount of $277,438.41 from prior year resources. Program income is received by the City as past CDBG loans are repaid, or payments are received; carry-over funds come from prior-year allocations that were not drawn down because the City is required to spend Program Income funds before any allocation funds are spent.
In addition, the City has obligated a portion of CDBG General Admin to the provision of fair housing services. These amounts are not included in the Anticipated Resources table below.
The following funding also is available for housing activities: $1,981,790 of State of California HOME program income; $401,581 of State of California CalHome program income; and $1,962,183 in the City of West Sacramento Housing Trust Fund. It is anticipated that much of this money will be used towards the development of affordable housing at West Gateway Place Phase 2 and the affordable housing component of the Grand Gateway Master Plan.
Anticipated Resources
Program Source Expected Amount Available Year 1
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
CDBG PublicFederalAdmin and
Planning,
Economic
Development,
Housing, Public
Improvements
$519,475 $15,000 $277,438.41 $811,913.41 $811,913.41 FY 2025/2026 CDBG allocation of
$519,475. The City
anticipates $15,000
in program income.
Table 1 - Expected Resources – Priority Table
502
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.
The CDBG program does not require matching funds. However, the City of West Sacramento strives to leverage federal funding with State, local and private sources. As noted above, the City also has State CalHome program income of $401,581 and $1,962,183 of local funds in the City’s Housing Trust Fund. It is anticipated that much of this money will be used towards the development of affordable housing at West Gateway Place Phase 2 the affordable housing component of the Grand Gateway Master Plan. The City uses local funds including General Fund and Measure N to pay for the City’s Homeless Coordinator and towards a portion of the salary of the Yolo County Homeless Coordinator and overhead at the Fourth and Hope homeless shelter.
In recent years, the City has used Project Homekey funds (a combination of federal and State funds for COVID-19 relief) to purchase a 40-unit motel and converted it to interim housing for homeless persons over age 65 or with health issues placing them at high risk of the COVID-19 virus.
Additionally, in 2023 the City acquired a second motel site to expand the homeless emergency housing services and in 2024, a third and fourth site were acquired to further expand the program. CDBG funds have been used to support rehabilitation needs of the former motel sites and to support case management services.
The City provided land for the Mercy Housing 8- unit permanent supportive housing project, in addition to local Housing Trust Funds and CDBG funds in support of the development. The City assisted with applications for a State of California No Place Like Home grant, and private foundation donations from Sutter Health and Partnership Health Plan of California. Yolo County Housing provided 40 project-based vouchers to the project. 503
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.
The City owned a parcel at 825 Delta Lane which it partially sold to the developer of the West Gateway Place affordable housing phase 1 for the development of 77 units of affordable housing. The West Gateway Place project was completed in 2016. The City sold the remaining portion of the parcel to the developer for West Gateway Place Phase II, which will produce 60 units of affordable multifamily housing.
The project broke ground in the Summer of 2023 and is expected to be completed in the summer of 2025.
The City provided both land and CDBG funds in support of the development of an 85-unit permanent supportive housing project at 1801 West Capitol Avenue for homeless persons with disabilities. The project, a collaboration between Mercy Housing and Yolo County Housing, will operate on a low-barrier entry housing first model. The project was completed and housed in full capacity in December 2021.
In October 2023, the City released the Grand Gateway Request for Proposals. The Grand Gateway is an
8.6-acre site owned by the City that is envisioned with high density, mixed-use infill development. The Grand Gateway will include an affordable housing component. City staff are currently in negotiation with a private developer for the development of the 8-acre site.
Most of the remaining City owned parcels are not appropriate for residential or facility development due to location, size constraints or contamination issues. However, the City will continue to seek usable sites, when available.
Discussion
The City's federal Entitlement CDBG funds are only a portion of total funding allocated to serving the needs of low-income residents and neighborhoods. CDBG funds are allocated to projects where the funding can be used most efficiently, while more flexible funding sources are used for other critical service and infrastructure needs.
504
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
505
Goals Summary Information
Sort Order Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Address the
supportive
services needs of
persons
experiencing
homelessness
and those at risk
of homelessness
2025 2026 Homelessness Address the
supportive
services
needs of
persons
experiencing
homelessness
and those at
risk of
homelessness
$97,429.61 Address the supportive
services needs of persons
experiencing homelessness
and those at risk of
homelessness;
2 Create low
barrier housing
opportunities
for persons
experiencing
homelessness
and extremely
low-income
2025 2026 Homelessness Address the
supportive
services
needs of
persons
experiencing
homelessness
and those at
risk of
homelessness
$552,101.12 Create low barrier housing
opportunities for persons
experiencing homelessness
and extremely low-income
3 Provide Fair
Housing Services
for low to
moderate
individuals
2025 2026 Affordable
Housing NonHomeless
Special Needs
Affirmatively
Further Fair
Housing
Choice
$22,500 Provide Fair Housing services
for low-and moderateincome residents
Table 2 – Goals Summary
Goal Descriptions
506
1 Goal Name Address the supportive services needs of persons experiencing homelessness and those at risk of homelessness.
Goal
Description
Up to $97,429.61 will be used to support the case management contracts for the Homeless Emergency Housing Program at any of the sites in operation. The goal supportive services for the Homekey program are to get people stabilized and moved into permanent housing. It is anticipated that the project will serve 60 homeless households in 2025/2026. The goal of the supportive housing services for Homekey Program participants is to provide the necessary services like housing navigation, case management and health services which will allow them to achieve self-sufficiency. The goal of the Homekey Program is to find a permanent housing solution for program participants.
Goal Name Create low barrier housing opportunities for persons experiencing homelessness and extremely low-income. 2 Goal
Description
Up to $552,101.12 will be used to support rehabilitation needs for the City’s homeless emergency housing programs. In December 2020, the City acquired the 40-unit motel to house homeless individuals susceptible to the COVID-19 pandemic; In June 2023 the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites are providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024.
Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. The City would receive some acquisition and operations funding from the Behavioral Health Bridge Housing (BHBH) Program from Yolo County. Both sites would also provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants into permanent housing.
Goal Name 3 Provide Fair Housing Services for low to moderate individuals Goal
Description
Up to $162,382.68 of CDBG funds are proposed for program administration activities including reporting to HUD, conducting environmental review of CDBG funded projects, planning activities such as developing the Annual Action Plan, and affirmatively furthering fair housing by providing fair housing counseling services to residents of West Sacramento.
Up to $22,500 will be used to fund our Fair Housing consultant contract. The City is limited to no more than 20% of its annual allocation and program income for general program administration. 507
Projects
AP-35 Projects – 91.220(d)
Introduction
The City's Action Plan will primarily fund the Homeless Emergency Housing Rehabilitation Project and Homekey Supportive Services.
Projects
# Project Name
1 Homeless Emergency Housing Rehabilitation Project
2 Homekey Supportive Services
3 2025 General Administration and Planning
Table 3 - Project Information
Up to $552,101.12 will be used to support rehabilitation needs for the City’s homeless emergency housing programs. In December 2020, the City acquired the 40-unit motel to house homeless individuals susceptible to the COVID-19 pandemic; In June 2023 the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites are providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024. Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. The City would receive some acquisition and operations funding from the Behavioral Health Bridge Housing (BHBH) Program from Yolo County. Both sites would also provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants into permanent housing.
Up to $97,429.61 will be used to support the case management contracts for the Homeless Emergency Housing Program at any of the sites in operation. The goal supportive services for the Homekey program are to get people stabilized and moved into permanent housing. It is anticipated that the project will serve 60 homeless households in 2025/2026. The goal of the supportive housing services for Homekey Program participants is to provide the necessary services like housing navigation, case management and health services which will allow them to achieve self-sufficiency. The goal of the Homekey Program is to find a permanent housing solution for program participants.
Up to $162,382.68 of CDBG funds are proposed for program administration activities including reporting to HUD, conducting environmental review of CDBG funded projects, planning activities such as developing the Annual Action Plan, and affirmatively furthering fair housing by providing fair housing counseling services to residents of West Sacramento. Up to $22,500 will be used to fund our Fair Housing consultant contract. The City is limited to no more than 20% of its annual allocation and program income for general program administration.
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.
The Homeless Emergency Housing Rehabilitation Project addresses the supportive needs of persons experiencing homelessness and those at risk of homelessness Consolidated Plan Goal #1 of the 2021-2025 508
Consolidated Plan and creates low barrier housing opportunities for person experiencing homelessness and extremely low-income households Consolidated Plan Goal #2 of the 2021-2025 Consolidated Plan.
The supportive services for the homeless emergency program will help program participants get stabilized and moved into permanent housing. It is anticipated that the project will serve at least 60 homeless households in 2025/2026.
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AP-38 Project Summary
Project Summary Information
Up to $552,101.12 will be used to support rehabilitation needs for the City’s homeless emergency housing programs. In December 2020, the City acquired the 40-unit motel to house homeless individuals susceptible to the COVID-19 pandemic; In June 2023 the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites are providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024. Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. The City would receive some acquisition and operations funding from the Behavioral Health Bridge Housing (BHBH) Program from Yolo County. Both sites would also provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants into permanent housing.
The Homeless Emergency Housing Rehabilitation Project addresses the supportive needs of persons experiencing homelessness and those at risk of homelessness Consolidated Plan Goal #1 of the 2021-2025 Consolidated Plan and creates low barrier housing opportunities for person experiencing homelessness and extremely low-income households Consolidated Plan Goal #2 of thee 2021-2025 Consolidated Plan.
The supportive services for the homeless emergency program will help program participants get stabilized and moved into permanent housing. It is anticipated that the project will serve at least 60 homeless households in 2025/2026.
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Project Name Homeless Emergency Housing Rehabilitation Project Target Area Citywide
Goals Supported Impact of Homelessness
Needs Addressed Housing Instability and Homelessness
Funding CDBG $552,101.12
Description The site is providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. In December 2020, the City acquired a 40- unit former motel site to operate a Homekey program. In June 2023, the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024. Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. The City would receive some acquisition and operations funding from the Behavioral Health Bridge Housing (BHBH) Program from Yolo County. Both sites would also provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants into permanent housing.
Target Date 06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
60 households
Location Description 817 W Capitol Ave, West Sacramento, CA 95691 920 W Capitol Ave, West Sacramento, CA 95691
1821 W Capitol Ave, West Sacramento, CA 95691
1809 W Capitol Ave, West Sacramento CA 95691
(Additional locations may be added)
Planned Activities Staff anticipates that any additional sites acquired will require moderate levels of rehabilitation to ensure the health and safety of program participants and proper program operation. Rehabilitation needs may include, but not be limited to, full electrical system upgrade, full or partial roof repair or replacement, heating/cooling unit replacements, exterior painting, parking lot resurfacing and installation of safety/security equipment such as lighting and cameras.
Project Name Supportive Services for the Homeless Emergency Housing Program Target Area West Sacramento
Goals Supported Provide Supportive Services for Homeless Persons 511
Needs Addressed Housing Instability and Homelessness
Funding CDBG: $97,429.61
Description The City continues to operate a homeless emergency housing program at various motel sites and will allocate 15% in CDBG funds for supportive services. In December 2020, the City acquired a 40- unit former motel site to operate a Homekey program. In June 2023, the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites are providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024. Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. The City would receive some acquisition and operations funding from the Behavioral Health Bridge Housing (BHBH) Program from Yolo County. Both sites would also provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants into permanent housing.
Target Date 06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
It is anticipated that the project will serve 60 homeless households in 2025/2026.
Location Description 817 W Capitol Ave, West Sacramento, CA 95691 920 W Capitol Ave, West Sacramento, CA 95691
1821 W Capitol Ave, West Sacramento, CA 95691
1809 W Capitol Ave, West Sacramento CA 95691
(Additional locations may be added)
Planned Activities The supportive services for the Homekey program will help program participants get stabilized and moved into permanent housing.
Project Name 2025 General Administration and Planning
Target Area West Sacramento—Citywide
Goals Supported Provide Supportive Services for Homeless Persons Needs Addressed Housing Instability and Homelessness
Funding CDBG: $162,382.68
Description General administration and planning of the CDBG program and planning activities associated with CDBG eligible activities.
Target Date 06/30/2026
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Estimate the number
and type of families that
will benefit from the
proposed activities
20 low to moderate income households will benefit from Fair Housing services
Location Description West Sacramento – Citywide
Planned Activities Up to $162,382.68 of CDBG funds are proposed for program administration activities including reporting to HUD, conducting environmental review of CDBG funded projects, planning activities such as developing the Annual Action Plan, and affirmatively furthering fair housing by providing fair housing counseling services to residents of West Sacramento. Up to $22,500 will be used to fund our Fair Housing consultant contract. The City is limited to no more than 20% of its annual allocation and program income for general program administration.
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed
Minority populations are disbursed throughout the City and the Analysis of Impediments concludes that there are no Census Tracts that meet the HUD definition of a racially or ethnically concentrated areas of poverty (R/ECAP).
Geographic Distribution
Target Area Percentage of Funds
Citywide 80
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Geographic location was not the primary basis when allocating 2025 CDBG funds. Funds were allocated to support the City’s Homeless Initiatives, specifically the Homeless Emergency Housing programs that are located at former motel sites. Location of motel sites that have been acquired by the City are based on prior owner’s willingness to enter into purchase and sale agreements with the City. All motel sites are located along West Capitol Avenue, which is the City’s main corridor. Two motel sites are located on the East end of West Capitol Avenue, the two remaining motel sites are more centrally located on West Capitol Avenue.
Discussion
513
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
In California, the most significant barrier to affordable housing development is the cost of housing relative to household income. Bridging the gap between the two requires a considerable amount of subsidy. The City of West Sacramento has developed housing policies to encourage the development of affordable housing for lower-income residents. Despite the City’s policies, development of affordable housing is a lengthy and costly process. Multiple funding sources are usually must be “layered” for each project.
Conflicting requirements between the various funding sources can result in costly delays and escalating construction costs. The cost of land, land use restrictions, development impact fees, environmental analysis and mitigation, federal and State prevailing wage also have an impact on the cost of development.
One Year Goals for the Number of Households to be Supported Homeless 105
Non-Homeless
Special-Needs
Total 105
Table 6 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance
The Production of New Units
Rehab of Existing Units 45
Acquisition of Existing Units
Total 45
Table 7 - One Year Goals for Affordable Housing by Support Type Discussion
The City continues to administer its Homeless Emergency Housing program at various motel sites. In December 2020, the City purchased a 40-unit former motel to serve homeless individuals susceptible to the COVID-19 virus. The goal of the program was to get people stabilized and moved into permanent housing. In June 2023, the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites are providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024. Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. It is anticipated that the project will serve 60 homeless households in 2025/2026.
The homeless emergency housing programs at the two former motels are expected to terminate in December 2025 and June 2026, respectively.
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The City has committed State of California HOME program income and local Housing Trust Fund money the development of 60 units of affordable housing at West Gateway Place Phase 2. The project is currently under construction and expected to be completed in program year 2025. 515
AP-60 Public Housing – 91.220(h)
Introduction
Actions planned during the next year to address the needs to public housing.
Yolo County Housing has applied for the HUD Rental Assistance Demonstration program (RAD) to preserve affordable housing in the jurisdiction. As part of the application process, Yolo County Housing has received a Commitment to Enter into a Housing Assistance Payment contract from HUD. RAD, or a similar repositioning strategy as approved by HUD, will allow the housing authority to convert public housing into a more sustainable financial framework and enable the agency to address deferred maintenance needs of the properties. In addition, repositioning allows for the public housing projects to transition into mixed income developments where feasible.
Actions to encourage public housing residents to become more involved in management and participate in homeownership.
Yolo County Housing administers a Family Self Sufficiency Program that enables HUD-assisted families to increase their earned income and reduce their dependency on welfare assistance and rental subsidies.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.
Not Applicable. HUD has designated the Yolo County Housing Authority as a high performing agency.
Discussion
516
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of West Sacramento is an active member of the Yolo County Homeless and Poverty Action Coalition (HPAC), the local Continuum of Care organization. The City works with HPAC member agencies to provide outreach, assessment, case management, supportive services, interim housing and permanent supportive housing for at-risk and chronically homeless individuals and families.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including, Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.
The City’s Homeless Coordinator is embedded in the Police Department and works closely with Yolo County and other service providers to address the needs of persons experiencing homelessness in West Sacramento. The Homeless Coordinator primarily works “in the field” and often makes first contact with unsheltered individuals and families. The Coordinator is tasked with intake assessments, referrals to needed services, case management, and assistance with gaining permanent housing situations. Homeless families with children are referred to Yolo County CalWORKs program to access the services and assistance they provide. Individuals without children do not qualify for CalWORKs and are the focus of the Homeless Coordinator’s case management services.
Addressing the emergency shelter and transitional housing needs of homeless persons.
The City of West Sacramento has taken a multi-modal approach to addressing the impact of homelessness. As noted above, the City’s Homeless Coordinator is the first point of contact for most persons experiencing homelessness. In addition, the City funds a portion of the Yolo County Homeless Coordinator position and pays towards overhead at the Fourth and Hope Homeless Shelter in Woodland (formerly known as the Yolo Wayfarer Center). Many of the shelter’s residents originate from West Sacramento. Shores of Hope (formerly known as Broderick Christian Center) operates 11 units of interim housing in West Sacramento for youth transitioning out of foster care or who have been victims of trafficking. The City purchased, rehabilitated and gave the units to Shores of Hope in the 1990s.
In December 2020, the City acquired the 40-unit motel to house homeless individuals susceptible to the COVID-19 pandemic; In June 2023 the City expanded its homeless emergency housing offerings by acquiring a 21-unit motel. Both sites are providing non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants stabilized and moved into permanent housing. The City acquired two additional former motel sites in 2024. Staff is currently in negotiations to purchase a fifth additional site for an expansion and ultimate longer-term operation of the homeless emergency housing programs. Staff is currently in negotiations to acquire additional sites for an initial expansion and ultimate longer-term operation of the homeless emergency housing programs.
The City would receive some acquisition and operations funding from the Behavioral Health Bridge Housing (BHBH) Program from Yolo County. Both sites would also provide non-congregate interim housing for persons experiencing homelessness with a goal of getting program participants into permanent housing.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing 517
units, and preventing individuals and families who were recently homeless from becoming homeless again.
In addition to the City's Homeless Coordinator noted above, the Yolo Family Resource Center (FRC) assists individuals and families to access the support and resources needed to encourage health, stability and self-sufficiency. The FRC operates a HUD funded Rapid-Rehousing program to help at risk individuals and families avoid becoming homeless. Shores of Hope provides employment counseling, and job training to extremely low-income persons. Member agencies of HPAC (the Continuum of Care) work closely with institutions to minimize the incidence of discharge into a homeless situation.
Helping low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
In addition, a portion of 2025 CDBG funding was allocated towards fair housing services that included counseling and landlord/tenant dispute resolution services to provide a complementary approach towards achieving the goal of reducing the incidence of homelessness. Resolving issues between vulnerable households and their landlords before they escalate to the point of an eviction can help many to maintain housing security.
Discussion
518
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
In California, the most significant barrier to affordable housing development is the cost of housing relative to household income. Bridging the gap between the two requires a considerable amount of subsidy. The City of West Sacramento has developed housing policies to encourage the development of affordable housing. Despite the City’s policies, development of affordable housing is a lengthy and costly process.
Multiple funding sources are usually must be “layered” for each project. Conflicting requirements between the various funding sources can result in costly delays and escalating construction costs. Land use restrictions, development impact fees, environmental analysis and mitigation, federal and State prevailing wage also have an impact on the cost of development.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment The cost of land, development and construction is the most difficult barrier to the creation of affordable housing in West Sacramento. To address this barrier, the City created a Housing Trust fund that has provided financial assistance to 161 units of affordable housing since inception in 2014. Additional Housing Trust Fund money has been committed to the development of 60 units of affordable housing at the West Gateway Place Phase 2 project. Additionally, the City will be supporting the development of affordable housing (+ or – 114 affordable units) as part of the Grand Gateway Master Plan. City staff provide support to developers of affordable housing and assist with federal and State funding applications if needed.
In 2014, the City adopted an inclusionary housing ordinance that requires developers of multifamily projects to make 5% of units affordable to Very Low-Income households and 5% to Low-Income Households. For sale projects must make 10% of units available to Low-Income Households. Inclusionary units are generally required to be built onsite and disbursed to avoid over-concentration. The ordinance allows developers to propose an alternative such as payment of in-lieu fees to be placed in the City’s Housing Trust Fund.
The City’s zoning ordinance provides for a wide range of housing to meet the needs of households across a broad spectrum of income levels. The ordinance allows residential development in both residential and commercially zoned areas. Four residential zoning designations allow single family development by right, one allows it with a minor use permit, and one allows with a conditional use permit. Three residential zoning designations allow multifamily development by right. The Central Business District, Commercial, Mixed-Use and Waterfront zoning designations allow residential development. The City provides a “density bonus” which encourages the production of lower-income and senior housing.
Discussion
519
AP-85 Other Actions – 91.220(k)
Introduction:
One of the primary obstacles to meeting underserved needs of residents is the availability of funding. The City actively seeks additional funding opportunities and will continue to do so when funds are available.
The City collaborates with private, non-profit and governmental partners to maximize benefits to needy and vulnerable residents.
Actions planned to address obstacles to meeting underserved needs.
The most significant need in West Sacramento is housing affordable to the lowest income residents. The City’s inclusionary housing ordinance requires developers of multifamily projects to make 5% of units affordable to Very Low-Income households and 5% to Low-Income Households. For sale projects must make 10% of units available to Low-Income Households. Inclusionary units are generally required to be built onsite and disbursed to avoid over-concentration. The ordinance allows developers to propose an alternative such as payment of in-lieu fees to be placed in the City’s Housing Trust Fund.
The City’s zoning ordinance provides for a wide range of housing to meet the needs of households across a broad spectrum of income levels. The ordinance allows residential development in both residential and commercially zoned areas. Four residential zoning designations allow single family development by right, one allows it with a minor use permit, and one allows with a conditional use permit. Three residential zoning designations allow multifamily development by right. The Central Business District, Commercial, Mixed-Use and Waterfront zoning designations allow residential development. The City provides a “density bonus” which encourages the production of lower-income and senior housing.
Actions planned to foster and maintain affordable housing.
The City works closely with developers of affordable housing interested in creating new housing opportunities in West Sacramento. The City has obligated $2,000,000 of State of California HOME program income and $3,100,000 in local funds from the Housing Trust Fund for the West Gateway Place Phase II affordable housing project anticipated to be completed in summer 2025. Additionally, the City will be supporting the development of affordable housing (+ or – 114 affordable units) as part of the Grand Gateway Master Plan.
The City’s Owner-Occupied Housing Rehabilitation Program provides assistance to Low- and ModerateIncome homeowners to maintain their homes.
Actions planned to reduce lead-based paint hazards.
The City requires all construction assisted with CDBG or other federal housing funds to comply with HUD lead-based paint hazard reduction requirements. Over the years, the City has provided assistance to 227 lower-income homeowners through the Owner-Occupied Housing Rehabilitation Program. Homes of an age that places them at-risk of lead-based pain contamination are provided testing and abatement assistance, when appropriate. At this time, the City does not have funding for the program, but anticipates securing a funding source and reinstating the program during the five-term term of this plan.
The City provides support and technical assistance to owners of affordable multifamily units seeking financing for rehabilitation of their properties. The City applies for funding on behalf of an affordable 520
project or will provide local funds when available. Lead-based paint testing and abatement are funded, when appropriate.
Actions planned to reduce the number of poverty-level families.
As an active member of the Yolo County Homeless and Poverty Action Coalition (HPAC), the City supports non-profit, for-profit, governmental and faith-based organizations providing services to the neediest residents of the community. Each year, the City provides funding towards the salary of county staff assigned to administer HPAC and to homeless shelter at Fourth & Hope located in Woodland.
In 2019, the City participated with HPAC, Yolo County, and the cities of Davis, Woodland and Winters to develop the Yolo County Plan to Address Homelessness. The plan establishes a set of solutions to improve and expand the system of care across the county which focuses on strengthening the homeless crisis response system with an emphasis on developing prevention services; increasing affordable housing options for the most vulnerable; stabilizing and maintaining physical and behavioral health for those with the highest needs; and examining systems-level coordination and identifying opportunities for improved partnership.
The West Sacramento Homerun program provides access to high-quality learning for children of all income levels and financial assistance for post-secondary education and training. The Summer STEPS program has been integrated into the Homerun and provides opportunities for youth to develop valuable workplace skills. The goal of the Homerun program is to prepare youth to enter adulthood with the skills needed to obtain meaningful employment, start new businesses and raise thriving families in West Sacramento
Actions planned to develop institutional structure.
The City of West Sacramento is a participating member of the Yolo County Homeless and Poverty Action Coalition (HPAC). The HPAC provides leadership on homeless issues and acts as the Continuum of Care (CoC) for West Sacramento, Davis, Woodland, Winters and the unincorporated portions of Yolo County.
HUD tasks the CoC to promote community-wide planning and strategic use of resources to address the many needs of homeless individuals and families. The HPAC is working towards a more structured governance model to ensure that homeless service agencies continue to receive HUD funding. The City will remain a voting member under the new CoC structure and will continue to be an active supporter of HPAC efforts.
Actions planned to enhance coordination between public and private housing and social service agencies.
The City will continue to be an active participant in the Yolo County Homeless and Poverty Action Coalition (HPAC) as it facilitates coordination between public and private housing and social service agencies serving lower-income and homeless individuals and families. The City's Homeless Coordinator acts as a liaison between the City's housing programs, the Police Department, Yolo County Department of Health and Human Services and other social service agencies. The Homeless Coordinator is co-located at the Police Department, just across the street from Yolo County offices, to expedite referrals to needed services and 521
coordinate service delivery.
Discussion:
The City of West Sacramento participated in the Sacramento Valley Analysis of Impediments to Fair Housing Choice (AI), a planning process for local governments and public housing agencies to take meaningful actions to overcome historic patterns of segregation, promote fair housing choice, and foster inclusive communities that are free from discrimination. The City will provide CDBG funds to provide fair housing counseling and education as recommended in the study. 522
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $ 0.00
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
$ 0.00
3. The amount of surplus funds from urban renewal settlements $ 0.00
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. $277,438.41
5. The amount of income from float-funded activities $ 0.00 Total Program Income $277,438.41
Other CDBG Requirements
1. The amount of urgent need activities $ 0.00
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CITY COUNCIL AGENDA REPORT
MEETING DATE: May 21, 2025 ITEM # 15
SUBJECT:
RESOLUTION 25-43 OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO
AFFIRMING THE ISSUANCE AND SALE BY THE CITY OF WEST SACRAMENTO ENHANCED INFRASTRUCTURE FINANCING DISTRICT NO. 1 OF BONDS IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $80,000,000; APPROVING RELATED PLEDGE AGREEMENT; APPROVING FACILITIES TO BE FINANCED; AND
DETERMINING OTHER MATTERS IN CONNECTION THEREWITH
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
Roberta Raper, Finance Director
Finance Department
[ ] Council [X] Staff
[ ] Other
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action
OBJECTIVE
The purpose of this report is to seek authorization for the issuance of not to exceed $80,000,000 of bonds (the “EIFD Bonds”) to be issued by the City of West Sacramento Enhanced Infrastructure Financing District No. 1 (the “EIFD”), to approve the related Pledge Agreement and other documents and to authorize officers to execute and deliver said documents.
RECOMMENDED ACTION
Staff respectfully recommend that the City Council adopt Resolution 25-43 (Attachment 1) which authorizes the following actions:
1. Affirming and approving the issuance and sale by the EIFD of the City of West Sacramento Enhanced Infrastructure Financing District No. 1 bonds in an amount not to exceed $80,000,000;
2. Authorize the execution and delivery of the Pledge Agreement (Exhibit A), in substantially the form presented at this meeting; and
3. Authorize the appropriate officers of the City to do any and all things and take any and all actions and execute any and all certificates, agreements and other documents, which they, or any of them, may deem necessary or advisable in order to consummate the transactions described in the resolution.
BACKGROUND
Pursuant to Resolution 16-58 adopted on November 16, 2016, the City Council of the City of West Sacramento (the “City Council”) (i) approved the initiation of proceedings to establish the City of West Sacramento Enhanced Infrastructure Financing District No. 1 (the “EIFD”), approved an infrastructure financing plan for the EIFD (the “Infrastructure Financing Plan”) that identified certain public and other specified facilities (the “EIFD Facilities”), and approved the establishment of the Authority.
Pursuant to Resolution 17-2 adopted by the Authority on June 28, 2017, the Authority established the City of West Sacramento Enhanced Infrastructure Financing District No. 1 (the “EIFD”) and adopted an infrastructure financing plan for the EIFD (the “Infrastructure Financing Plan”) in order to finance certain public and other specified facilities as provided in the Infrastructure Financing Plan that is incorporated herein by reference.
Pursuant to Resolution 24-4 adopted by the Authority on August 21, 2024, the Authority authorized the issuance and sale of bonds by the EIFD at the direction of the Authority, in one or more series, in an aggregate principal amount not to exceed $686,180,000.
Pursuant to Resolution 24-4, the Authority also authorized the filing of a judicial validation action with respect to the EIFD and the bonds approved therein pursuant to Code of Civil Procedure, Section 860 et seq. On April 17, 2025, the Superior Court of the State of California, County of Yolo issued a validation judgement in favor of the City and the IFD in Case No.CV2024-2495.
In order to finance the EIFD Facilities, the City Council now desires to affirm the City of West Sacramento Enhanced Infrastructure Financing District No. 1, Tax Increment Bonds, Series 2025 to be issued by the EIFD in an amount not to exceed $80,000,000.
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Consideration of Resolution 25-43 Affirming the Issuance and Sale of EIFD Bonds and Related Actions May 21, 2025