Agenda packet — West Sacramento City Council, June 18, 2025 (part 4 of 7)

City of West Sacramento Consolidated Sector Allocation
The City’s portfolio of securities (excluding cash, LAIF, and CAMP) maintains its duration in line with its performance-measuring benchmark. Duration is a risk measure indicating the portfolio’s fair value sensitivity to changes in interest rates. As of March 31, 2025, long-term investment portfolio duration was 2.56 years. The portfolio continues to maintain strong diversification in sectors, issuers, and maturities.

Discussion of Performance
The following is a summary of the City’s holdings by investment type, including each sector’s yield to maturity.

Yield to maturity measures the interest income the City is expected to earn for the coming 12 months, assuming nothing in the portfolio changes. As of March 31, 2025, the weighted average yield to maturity of the City’s consolidated investments was 3.41%:

Investment Type Par Value Market Value Book Value % of
Portfolio
Days to
Maturity
Yield to
Maturity
Agency $12,450,000.00 $12,295,793.02 $12,444,248.61 3.55% 405 1.39% Agency CMBS $24,778,525.42 $23,986,654.94 $23,806,500.26 6.92% 1,248 4.44% Asset Backed Security $17,570,533.66 $17,642,570.11 $17,543,835.16 5.09% 1,256 4.74% Cash $65,669,061.25 $65,669,061.25 $65,669,061.25 18.95% 1 0.57% Corporate $53,361,000.00 $53,173,591.02 $53,019,888.13 15.35% 1,230 4.27% LAIF $78,530,981.51 $78,530,981.51 $78,530,981.47 22.67% 1 4.31% Local Gov Investment Pool $5,849,767.07 $5,849,767.07 $5,845,767.07 1.69% 1 4.47% Money Market Fund $2,504,325.52 $2,504,325.52 $2,504,325.52 0.72% 1 4.23% Municipal Bonds $2,400,000.00 $2,423,061.61 $2,408,946.91 0.70% 1,584 4.37% Supranational $10,775,000.00 $10,610,573.33 $10,658,880.39 3.06% 1,044 2.94% US Treasury $73,880,000.00 $73,790,359.84 $73,533,486.07 21.30% 1,062 3.96% Grand Total $347,769,194.43 $346,476,739.26 $345,965,920.78 100% 623 3.41% The portfolio’s return comprises interest income as well as fair value appreciation, both of which are a function of movements in interest rates available in the capital markets. Interest income continues to be robust (the longterm investment portfolio of securities was expected to earn 3.97% (purchase yield) for the next year (up from

3.82%). The City’s reinvestment yield (market yield) has been hovering in the 4.20% range as rates in the market have moved slightly lower. Staff continues to work closely with the City’s investment adviser to diversify the portfolio in order to improve safety, liquidity, and return. In the current quarter, staff will continue to evaluate liquidity needs and, where possible, continue the investment in longer-duration securities.

Environmental Considerations
Not Applicable
March 31, 2025 December 31, 2024
Agency

4.6%
Agency CMBS

7.7%
Asset Backed
Security

3.5%
Cash

7.9%
Corporate

14.8%
LAIF

27.0%
Local Gov
Investment
Pool

1.9%
Money
Market Fund

0.1%
Municipal
Bonds

0.8%
Supranational

2.8%
US Treasury

28.8%
Agency

3.5%
Agency CMBS

6.9%
Asset Backed
Security

5.1%
Cash

19.0%
Corporate

15.3%
LAIF

22.7%
Local Gov
Investment
Pool

1.7%
Money
Market Fund

0.7%
Municipal
Bonds

0.7%
Supranational

3.1%
US Treasury

21.3%
649
Quarterly Treasurer’s Report Ending March 31, 2025
June 18, 2025

Page 4 ends

Commission Recommendation
Not applicable
Strategic Plan Integration
The City’s mission includes a City Government that is Financially Sound, and the Council’s goal for achieving a Financially Sound City Government is furthered by investing the City treasury in a manner that ensures safety and liquidity first, and where possible a yield on “excess cash”. The preparation of regular quarterly reports on the City’s investments supports the mission and this goal.

Alternatives
Since this agenda report transmits a quarterly financial report pursuant to Government Code section 53646(b) (1), alternatives have not been presented.

Coordination and Review
Not applicable
Budget/Cost Impact
The investment portfolio, as a whole, earned returns at least consistent with the revenue estimates contained in the budget.

ATTACHMENT

PORTFOLIO SUMMARY
Portfolio Characteristics
Sector Allocation
Account Summary
Maturity Distribution
Top Issuers
Credit Quality (S&P)
Average Modified Duration 1.45
Average Coupon 3.18%
Average Purchase YTM 3.41%
Average Market YTM 3.54%
Average Credit Quality* AA+
Average Final Maturity 1.71
Average Life 1.50
End Values as of
02/28/2025
End Values as of
03/31/2025
Market Value 349,961,750.96 346,476,739.19
Accrued Interest 1,163,551.02 1,388,027.06
Total Market Value 351,125,301.98 347,864,766.26
Income Earned 651,702.81 658,344.17
Cont/WD 8,217,212.27 (4,471,201.89)
Par 351,576,777.03 347,769,194.43
Book Value 349,722,214.96 345,965,920.78
Cost Value 348,882,978.77 345,058,454.83
LAIF 22.67%
Government of The United States 21.30%
FHLMC 6.92%
JPMorgan Chase & Co. 6.49%
International Bank for Recon and Dev 2.46%
FNMA 1.78%
California Asset Mgmt Program 1.69%
Deere & Company 0.90%
*The average credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.

Attachment 1
651

STATEMENT OF COMPLIANCE
City of West Sacramento Cons Portfolio | Account #10677 | As of March 31, 2025 Rules Name Limit Actual Compliance
Status Notes

AGENCY MORTGAGE SECURITIES (CMOS)
Max % (MV) 20.0 6.9 Compliant
Max % Issuer (MV) 30.0 6.9 Compliant
Max Maturity (Years) 5.0 4.5 Compliant

ASSET-BACKED SECURITIES (ABS)
Max % (MV) 20.0 5.1 Compliant
Max % Issuer (MV) 5.0 0.4 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant

BANKERS' ACCEPTANCES
Max % (MV) 40.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 180 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant

CERTIFICATE OF DEPOSIT PLACEMENT SERVICE
(CDARS)
Max % (MV) 30.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant

COLLATERALIZED BANK DEPOSITS
Max % (MV) 100.0 0.0 Compliant
Max % Issuer (MV) 0.0 0.0 Compliant
COLLATERALIZED TIME DEPOSITS (NONNEGOTIABLE CD/TD)
Max % (MV) 20.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant

COMMERCIAL PAPER
Max % (MV) 40.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 270 0.0 Compliant
Attachment 1
652

STATEMENT OF COMPLIANCE
City of West Sacramento Cons Portfolio | Account #10677 | As of March 31, 2025 Rules Name Limit Actual Compliance
Status Notes
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant

CORPORATE MEDIUM TERM NOTES
Max % (MV) 30.0 15.3 Compliant
Max % Issuer (MV) 5.0 0.9 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

FDIC INSURED TIME DEPOSITS (NON-NEGOTIABLE
CD/TD)
Max % (MV) 20.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant

FEDERAL AGENCIES
Max % (MV) 100.0 3.5 Compliant
Max % Issuer (MV) 30.0 1.8 Compliant
Max Callables (MV) 20.0 0.0 Compliant
Max Maturity (Years) 5 3 Compliant

LOCAL AGENCY INVESTMENT FUND (LAIF)
Max % (MV) 100.0 22.7 Compliant

MONEY MARKET MUTUAL FUNDS
Max % (MV) 20.0 0.7 Compliant
Max % Issuer (MV) 20.0 0.7 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant
MORTGAGE-BACKED SECURITIES, CMOS (NONAGENCY)
Max % (MV) 20.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant

MUNICIPAL SECURITIES (CA, LOCAL AGENCY)
Max % (MV) 30.0 0.7 Compliant
Attachment 1
653

STATEMENT OF COMPLIANCE
City of West Sacramento Cons Portfolio | Account #10677 | As of March 31, 2025 Rules Name Limit Actual Compliance
Status Notes
Max % Issuer (MV) 5.0 0.7 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

MUNICIPAL SECURITIES (CA, OTHER STATES)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

MUTUAL FUNDS
Max % (MV) 20.0 0.0 Compliant
Max % Issuer (MV) 10.0 0.0 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant

NEGOTIABLE CERTIFICATES OF DEPOSIT (NCD)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1 if > FDIC Limit) 0.0 0.0 Compliant

SUPRANATIONAL OBLIGATIONS
Max % (MV) 30.0 3.1 Compliant
Max % Issuer (MV) 10.0 2.5 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
U.S. TREASURIES
Max % (MV) 100.0 21.3 Compliant
Max Maturity (Years) 5 4 Compliant
Attachment 1
654

PORTFOLIO CHARACTERISTICS
City of West Sacramento Operating Portfolio | Account #10675 | As of March 31, 2025 Benchmark* 3/31/2025
Portfolio
12/31/2024
Portfolio
Average Maturity (yrs) 2.65 3.01 2.67
Average Modified Duration 2.48 2.56 2.32
Average Purchase Yield 3.97% 3.82%
Average Market Yield 3.93% 4.20% 4.46%
Average Quality** AA+ AA+ AA+
Total Market Value 197,717,372 193,758,290
*Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index **The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.

Attachment 1
655

PORTFOLIO CHARACTERISTICS
West Sacramento Enhanced Cash | Account #11169 | As of March 31, 2025 3/31/2025
Portfolio
12/31/2024
Portfolio
Average Maturity (yrs) 0.00 0.00
Average Modified Duration 0.00 0.00
Average Purchase Yield 4.21% 4.33%
Average Market Yield 4.21% 4.33%
Average Quality** AAA AAA
Total Market Value 103,819 102,742
*Benchmark: NO BENCHMARK REQUIRED
**The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.

Attachment 1
656

PORTFOLIO CHARACTERISTICS
City of West Sacramento Reporting Portfolio | Account #10676 | As of March 31, 2025 3/31/2025
Portfolio
12/31/2024
Portfolio
Average Maturity (yrs) 0.00 0.00
Average Modified Duration 0.00 0.00
Average Purchase Yield 2.68% 3.73%
Average Market Yield 2.68% 3.73%
Average Quality** AAA AAA
Total Market Value 150,043,575 112,342,461
*Benchmark: NO BENCHMARK REQUIRED
**The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.

Attachment 1
657

PORTFOLIO CHARACTERISTICS
City of West Sacramento Cons Portfolio | Account #10677 | As of March 31, 2025 3/31/2025
Portfolio
12/31/2024
Portfolio
Average Maturity (yrs) 1.71 1.69
Average Modified Duration 1.45 1.46
Average Purchase Yield 3.41% 3.79%
Average Market Yield 3.54% 4.19%
Average Quality** AA+ AA+
Total Market Value 347,864,766 306,203,492
*Benchmark: NO BENCHMARK REQUIRED
**The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.

Attachment 1
658

HOLDINGS REPORT
City of West Sacramento Operating Portfolio | Account #10675 | As of March 31, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
ABS
43815GAC3 HAROT 2021-4 A3 0.88
01/21/2026 17,911.41 11/16/20210.89%
17,907.63
17,910.76

99.66 4.86%
17,850.55

4.38 0.01%
(60.21)
AAA/NA
AAA

0.81 0.08
47789QAC4 JDOT 2021-B A3 0.52 03/16/2026 9,530.85 07/13/2021

0.52%
9,530.00
9,530.70

99.82 5.22%
9,513.69

2.20 0.00%
(17.01)
AAA/NA
AAA

0.96 0.04
89238JAC9 TAOT 2021-D A3 0.71 04/15/2026 18,643.99 11/09/2021

0.95%
18,643.59
18,643.93

99.71 4.86%
18,590.09

5.88 0.01%
(53.84)
NA/AAA
AAA

1.04 0.07
43815BAC4 HAROT 2022-1 A3 1.88
05/15/2026 102,845.70 02/15/20221.89%
102,830.24
102,841.96

99.46 4.73%
102,292.20

85.93 0.05%
(549.77)

AAA/AAA
NA

1.12 0.19
05602RAD3 BMWOT 2022-A A3 3.21
08/25/2026 72,218.69 05/10/20223.63%
72,214.93
72,217.74

99.68 4.55%
71,987.76

38.64 0.04%
(229.98)

AAA/AAA
NA

1.40 0.24
47787JAC2 JDOT 2022 A3 2.32 09/15/2026 82,642.16 03/10/2022

2.34%
82,623.88
82,636.65

99.48 4.16%
82,210.80

85.21 0.04%
(425.85)
AAA/NA
AAA

1.46 0.28
362554AC1 GMCAR 2021-4 A3 0.68
09/16/2026 27,326.81 10/13/20210.68%
27,326.11
27,326.68

99.47 4.91%
27,183.31

7.74 0.01%
(143.37)

AAA/AAA
NA

1.46 0.12
448977AD0 HART 2022-A A3 2.22 10/15/2026 146,430.88 03/09/2022

2.23%
146,425.25
146,429.18

99.56 4.39%
145,789.57
144.48

0.07%
(639.60)
NA/AAA
AAA

1.54 0.20
380146AC4 GMCAR 2022-1 A3 1.26
11/16/2026 33,050.56 01/11/20221.27%
33,047.69
33,049.71

99.47 4.55%
32,876.61

17.35 0.02%
(173.10)
NA/AAA
AAA

1.63 0.16
47800AAC4 JDOT 2022-B A3 3.74 02/16/2027 199,815.69 07/12/2022

3.77%
199,796.61
199,808.15

99.62 4.59%
199,047.02
332.14

0.10%
(761.13)
AAA/NA
AAA

1.88 0.47
44934FAD7 HALST 2024-B A3 5.41 05/17/2027 495,000.00 05/14/2024

5.41%
494,986.24
494,990.20
100.89

4.61%
499,386.15
1,190.20

0.25%
4,395.94
NA/AAA
AAA

2.13 1.02
02582JJT8 AMXCA 2022-2 A 3.39 05/17/2027 940,000.00 05/17/2022

3.42%
939,792.07
939,988.06

99.84 4.72%
938,525.14
1,416.27

0.48%
(1,462.92)
NA/AAA
AAA

0.12 0.12
47800BAC2 JDOT 2022-C A3 5.09 06/15/2027 430,116.93 10/12/2022

3.29%
430,083.55
430,102.37
100.30

4.63%
431,426.12
973.02

0.22%
1,323.75
AAA/NA
AAA

2.21 0.58
36269WAD1 GMALT 2024-2 A3 5.39
07/20/2027 460,000.00 05/07/20245.85%
459,973.27
459,980.64
100.94

4.54%
464,331.91
757.59

0.24%
4,351.27
NA/AAA
AAA

2.30 1.03
02582JJV3 AMXCA 2022-3 A 3.75 08/15/2025 1,000,000.00 11/03/2022

5.41%
960,000.00
992,590.43

99.68 4.66%
996,809.00
1,666.67

0.51%
4,218.57
AAA/NA
AAA

0.38 0.36
58770JAD6 MBALT 2024-A A3 5.32
01/18/2028 335,000.00 05/17/20245.73%
334,960.81
334,970.00
101.19

4.52%
338,998.23
792.09

0.17%
4,028.23
AAA/NA
AAA

2.80 1.38
Attachment 1
659

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
44935WAD9 HALST 25A A3 4.83 01/18/2028 945,000.00 01/14/2025

4.83%
944,929.22
944,933.70
100.65

4.51%
951,177.56
2,028.60

0.48%
6,243.86
NA/AAA
AAA

2.80 1.78
161571HT4 CHAIT 2023-1 A 5.16 09/15/2028 1,350,000.00 09/07/2023

5.17%
1,349,625.78
1,349,741.30
101.13

4.39%
1,365,292.80
3,096.00

0.70%
15,551.50
NA/AAA
AAA

3.46 1.37
437930AC4 HAROT 2024-2 A3 5.27
11/20/2028 435,000.00 05/14/20245.27%
434,947.15
434,957.28
101.27

4.44%
440,538.59
827.83

0.22%
5,581.32
NA/AAA
AAA

3.64 1.43
096919AD7 BMWOT 2024-A A3 5.18
02/26/2029 570,000.00 06/04/20245.24%
569,913.42
569,928.21
101.24

4.40%
577,054.38
492.10

0.29%
7,126.17

AAA/AAA
NA

3.91 1.47
43813YAC6 HAROT 2024-3 A3 4.57
03/21/2029 805,000.00 08/09/20244.68%
804,873.53
804,890.39
100.42

4.36%
808,357.66
1,021.90

0.41%
3,467.27
AAA/NA
AAA

3.97 1.65
05522RDJ4 BACCT 2024-1 A 4.93 05/15/2029 645,000.00 06/06/2024

4.93%
644,963.82
644,969.81
101.31

4.32%
653,442.21
1,413.27

0.33%
8,472.40

AAA/AAA
NA

4.12 1.97
477911AD3 JDOT 2024-C A3 4.06 06/15/2029 1,400,000.00 01/22/2025

4.72%
1,381,296.88
1,382,089.78

99.35 4.41%
1,390,964.96
2,526.22

0.71%
8,875.18
AAA/NA
AAA

4.21 2.04
34535VAD6 FORDO 2024-D A3 4.61
08/15/2029 1,145,000.00 11/19/20244.66%
1,144,963.25
1,144,966.02
100.64

4.34%
1,152,335.79
2,345.98

0.59%
7,369.77
AAA/NA
AAA

4.38 2.01
89240JAD3 TAOT 25A A3 4.64 08/15/2029 1,160,000.00 01/22/2025

4.69%
1,159,953.48
1,159,955.22
100.79

4.29%
1,169,132.91
2,392.18

0.60%
9,177.69
AAA/NA
AAA

4.38 2.00
47800DAD6 JDOT 2025 A3 4.23 09/17/2029 945,000.00 03/04/2025

5.09%
944,940.56
944,941.32

99.92 4.30%
944,255.53
2,556.75

0.48%
(685.79)
AAA/NA
AAA

4.47 2.38
92970QAE5 WFCIT 2024-2 A 4.29 10/15/2029 720,000.00 10/17/2024

4.58%
719,893.01
719,902.37

99.98 4.34%
719,844.62
1,372.80

0.37%
(57.75)

AAA/AAA
NA

4.54 2.35
44935CAD3 HART 2025-A A3 4.32 10/15/2029 1,190,000.00 03/04/2025

4.84%
1,189,824.47
1,189,826.56

99.88 4.42%
1,188,590.80
2,713.20

0.61%
(1,235.76)
NA/AAA
AAA

4.54 2.06
362955AD8 GMCAR 2025-1 A3 4.62
12/17/2029 770,000.00 01/09/20254.67%
769,942.79
769,945.21
100.61

4.34%
774,695.46
1,482.25

0.39%
4,750.25
AAA/NA
AAA

4.71 1.86
58773DAD6 MBART 2025-1 A3 4.78
12/17/2029 1,120,000.00 01/14/20254.94%
1,119,761.78
1,119,770.83
100.90

4.38%
1,130,068.69
2,379.38

0.58%
10,297.85
AAA/NA
AAA

4.71 2.01
Total ABS 17,570,533.66 4.74%
17,509,971.00
17,543,835.15
100.41

4.44%
17,642,570.10
34,168.25

8.99%
98,734.95

3.44 1.57
AGENCY
Attachment 1
660

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3135G04Z3 FEDERAL NATIONAL MORTGAGE
ASSOCIATION 0.5 06/17/2025 1,900,000.00 --0.51%
1,899,294.25
1,899,976.74

99.18 4.41%
1,884,433.57
2,744.44

0.96%
(15,543.17)
AAA/AA
AA

0.21 0.21
3137EAEU9 FEDERAL HOME LOAN MORTGAGE
CORP 0.375 07/21/2025 1,200,000.00 07/21/20200.48%
1,194,024.00
1,199,636.33

98.82 4.29%
1,185,827.60
875.00

0.60%
(13,808.73)
AAA/AA
AA

0.31 0.30
3135G05X7 FEDERAL NATIONAL MORTGAGE
ASSOCIATION 0.375 08/25/2025 2,150,000.00 --0.51%
2,136,456.52
2,148,841.28

98.46 4.28%
2,116,955.27
806.25

1.08%
(31,886.00)
AAA/AA
AA

0.40 0.39
3137EAEX3 FEDERAL HOME LOAN MORTGAGE
CORP 0.375 09/23/2025 1,800,000.00 --0.44%
1,794,640.80
1,799,479.35

98.14 4.35%
1,766,526.88
150.00

0.90%
(32,952.47)
AAA/AA
AA

0.48 0.47
3135G06G3 FEDERAL NATIONAL MORTGAGE
ASSOCIATION 0.5 11/07/2025 2,200,000.00 --0.56%
2,193,135.20
2,199,170.08

97.73 4.37%
2,150,071.64
4,400.00

1.10%
(49,098.44)
AAA/AA
AA

0.61 0.59
880591EZ1 TENNESSEE VALLEY AUTHORITY

3.875 03/15/2028 1,200,000.00 05/01/20233.81%
1,203,612.00
1,202,190.75

99.82 3.94%
1,197,898.88
2,066.67

0.61%
(4,291.87)
AAA/AA
AA

2.96 2.76
3133EPME2 FEDERAL FARM CREDIT BANKS
FUNDING CORP 3.875 06/08/2028 2,000,000.00 06/07/20233.96% 1,992,080.00
1,994,954.09

99.70 3.97%
1,994,079.20
24,326.39

1.02%
(874.89)
AAA/AA
AA

3.19 2.93
Total Agency 12,450,000.00 1.39%
12,413,242.77
12,444,248.62

98.77 4.24%
12,295,793.04
35,368.75

6.26%
(148,455.57)

1.11 1.04

AGENCY CMBS
3137BSP72 FHMS K-058 A2 2.653 08/25/2026 500,000.00 11/12/2021

1.36%
528,808.59
508,166.35

97.75 4.26%
488,747.85
1,105.42

0.25%
(19,418.50)
AAA/AA
AAA

1.40 1.31
3137BSRE5 FHMS K-059 A2 3.12 09/25/2026 1,000,000.00 02/18/2022

2.08%
1,042,812.50
1,013,440.53

98.34 4.24%
983,351.40
2,600.00

0.50%
(30,089.13)

AAA/AAA
AAA

1.49 1.33
3137BTAC5 FHMS K-060 A2 3.3 10/25/2026 1,000,000.00 10/31/2022

4.74%
946,875.00
979,613.09

98.46 4.22%
984,637.10
2,750.00

0.50%
5,024.01
AAA/AA
AAA

1.57 1.48
3137FBBX3 FHMS K-068 A2 3.244 08/25/2027 2,000,000.00 --

4.54%
1,887,460.94
1,945,066.88

97.84 4.16%
1,956,892.00
5,406.67

1.00%
11,825.12
AAA/AA
AA

2.40 2.20
3137FBU79 FHMS K-069 A2 3.187 09/25/2027 1,479,525.42 04/13/2023

4.08%
1,426,354.98
1,450,126.86

97.53 4.21%
1,443,011.62
3,929.37

0.73%
(7,115.24)

AAA/AAA
AA

2.49 2.27
3137F4D41 FHMS K-074 A2 3.6 01/25/2028 1,000,000.00 03/14/2023

4.36%
966,757.81
980,920.39

98.28 4.21%
982,828.00
3,000.00

0.50%
1,907.61
AAA/AA
AAA

2.82 2.56
3137FJEH8 FHMS K-081 A2 3.9 08/25/2028 3,530,000.00 --

4.94%
3,369,780.09
3,420,038.24

98.80 4.24%
3,487,606.82
11,472.50

1.78%
67,568.58
AAA/AA
AAA

3.40 3.10
Attachment 1
661

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3137FJKE8 FHMS K-082 A2 3.92 09/25/2028 1,000,000.00 11/28/2023

4.74%
964,531.25
974,481.30

98.85 4.24%
988,455.90
3,266.67

0.50%
13,974.60
AAA/AA
AAA

3.49 3.13
3137H5YC5 FHMS K-748 A2 2.26 01/25/2029 2,237,000.00 03/25/2024

4.61%
2,014,523.35
2,061,703.74

93.03 4.28%
2,080,984.91
4,213.02

1.06%
19,281.17
AAA/AA
AAA

3.82 3.50
3137FKZZ2 FHMS K-088 A2 3.69 01/25/2029 1,400,000.00 07/29/2024

4.47%
1,355,265.63
1,362,047.76

97.95 4.25%
1,371,273.68
4,305.00

0.70%
9,225.92
AAA/AA
AA

3.82 3.42
3137FLMV3 FHMS K-090 A2 3.422 02/25/2029 1,520,000.00 03/18/2024

4.70%
1,434,975.00
1,452,955.54

96.96 4.26%
1,473,770.11
4,334.53

0.75%
20,814.57

AAA/AAA
AA

3.91 3.53
3137FLN91 FHMS K-091 A2 3.505 03/25/2029 2,810,000.00 11/15/2024

4.65%
2,686,074.61
2,696,547.18

97.23 4.26%
2,732,058.19
8,207.54

1.39%
35,511.01

AAA/AAA
AA

3.98 3.55
3137FMTY8 FHMS K-094 A2 2.903 06/25/2029 1,052,000.00 12/19/2024

4.68%
977,168.28
981,695.14

94.73 4.28%
996,564.86
2,544.96

0.51%
14,869.72
AAA/AA
AAA

4.24 3.83
3137FNX54 FHMS K-097 A2 2.508 07/25/2029 1,250,000.00 10/22/2024

4.32%
1,153,417.97
1,162,341.92

93.05 4.28%
1,163,166.50
2,612.50

0.59%
824.58
AAA/AA
AA

4.32 3.97
3137H9D71 FHMS K-750 A2 3.0 09/25/2029 3,000,000.00 11/14/2024

4.63%
2,802,304.69
2,817,355.33

95.11 4.29%
2,853,306.00
7,500.00

1.45%
35,950.67
AAA/AA
AAA

4.49 3.76
23,557,110.69 96.84 23,986,654.94 12.22% 3.42
Total Agency CMBS 24,778,525.42 4.44% 23,806,500.25 4.25% 67,248.18 180,154.69 3.06 CASH
CCYUSD Receivable 5,863.99 --

0.00%
5,863.99
5,863.99

1.00 0.00%
5,863.99

0.00 0.00%

0.00 AAA/AAA
AAA

0.00 0.00
5,863.99 1.00 5,863.99 0.00% 0.00
Total Cash 5,863.99 0.00% 5,863.99 0.00% 0.00 0.00 0.00

CORPORATE
40139LBC6 GUARDIAN LIFE GLOBAL FUNDING

0.875 12/10/2025 1,100,000.00 --1.12%
1,088,890.00
1,098,159.57

97.62 4.41%
1,073,779.62
2,967.71

0.55%
(24,379.95)
AA/AA
NA

0.70 0.67
66815L2A6 NORTHWESTERNMUTUAL
GLOBAL FUNDING 0.8 01/14/2026 650,000.00 12/06/20211.46% 632,755.50
646,684.64

97.25 4.39%
632,140.68
1,112.22

0.32%
(14,543.96)
AAA/AA
AAA

0.79 0.77
023135BX3 AMAZON.COM INC 1.0
05/12/2026 1,655,000.00 05/10/20211.09%
1,647,850.40
1,653,410.33

96.66 4.10%
1,599,686.59
6,390.14

0.81%
(53,723.74)
A/AA
AA

1.11 1.08
Attachment 1
662

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91324PEC2 UNITEDHEALTH GROUP INC 1.15
05/15/2026 275,000.00 --1.08%
275,889.15
275,192.70

96.56 4.32%
265,551.04
1,194.72

0.14%
(9,641.66)
A/A
A

1.12 1.09
89236TJK2 TOYOTA MOTOR CREDIT CORP

1.125 06/18/2026 1,130,000.00 06/15/20211.13%
1,129,502.80
1,129,879.38

96.29 4.30%
1,088,029.92
3,637.19

0.55%
(41,849.45)
A/A
A

1.22 1.18
57629WDE7 MASSMUTUAL GLOBAL FUNDING
II 1.2 07/16/2026 772,000.00 08/10/20211.21%
771,785.72
771,943.90

96.09 4.34%
741,840.26
1,930.00

0.38%
(30,103.64)
AA/AA
AA

1.29 1.26
58989V2D5 MET TOWER GLOBAL FUNDING

1.25 09/14/2026 585,000.00 09/07/20211.27%
584,461.80
584,843.49

95.68 4.35%
559,748.21
345.31

0.29%
(25,095.28)
AA/AA
AA

1.46 1.41
931142ER0 WALMART INC 1.05 09/17/2026 265,000.00 09/08/2021

1.09%
264,499.15
264,853.53

95.76 4.06%
253,775.68
108.21

0.13%
(11,077.85)
AA/AA
AA

1.47 1.42
26442CAS3 DUKE ENERGY CAROLINAS LLC

2.95 12/01/2026 1,355,000.00 10/28/20224.88%
1,258,727.25
1,315,677.33

97.99 4.21%
1,327,810.50
13,324.17

0.68%
12,133.18
AA/A
NA

1.67 1.59
59217GER6 METROPOLITAN LIFE GLOBAL
FUNDING I 1.875 01/11/2027 845,000.00 01/03/20221.90%
844,036.70
844,657.09

95.66 4.44%
808,317.45
3,520.83

0.41%
(36,339.64)
AA/AA
AA

1.78 1.71
808513BY0 CHARLES SCHWAB CORP 2.45
03/03/2027 725,000.00 03/01/20222.46%
724,796.70
724,919.93

96.48 4.38%
699,481.83
1,381.53

0.36%
(25,438.10)
A/A
A

1.92 1.85
084664CZ2 BERKSHIRE HATHAWAY FINANCE
CORP 2.3 03/15/2027 1,225,000.00 03/07/20222.30%
1,224,767.25
1,224,909.12

96.69 4.08%
1,184,407.47
1,252.22

0.60%
(40,501.65)
AA/AA
A

1.96 1.88
665859AW4 NORTHERN TRUST CORP 4.0
05/10/2027 455,000.00 05/05/20224.03%
454,262.90
454,689.58

99.55 4.23%
452,935.16
7,128.33

0.23%
(1,754.42)
A/A
A

2.11 1.97
91324PEG3 UNITEDHEALTH GROUP INC 3.7
05/15/2027 465,000.00 05/17/20223.69%
465,220.50
465,091.37

98.82 4.29%
459,515.99
6,499.67

0.23%
(5,575.37)
A/A
A

2.12 1.99
14913R3A3 CATERPILLAR FINANCIAL SERVICES
CORP 3.6 08/12/2027 1,000,000.00 11/02/20225.05%
938,730.00
969,646.38

98.56 4.24%
985,638.76
4,900.00

0.50%
15,992.38
A/A
A

2.37 2.23
756109BG8 REALTY INCOME CORP 3.95
08/15/2027 1,425,000.00 --5.41%
1,337,997.25
1,381,741.83

98.88 4.45%
1,409,020.14
7,192.29

0.72%
27,278.31
A/A
NA

2.38 2.23
24422EXZ7 JOHN DEERE CAPITAL CORP 4.65
01/07/2028 1,310,000.00 01/06/20254.66%
1,309,607.00
1,309,636.48
101.24

4.17%
1,326,249.63
13,875.08

0.68%
16,613.15
A/A
A

2.77 2.55
61690U8A1 MORGAN STANLEY BANK NA

4.952 01/14/2028 1,500,000.00 11/20/20244.79%
1,504,785.00
1,503,985.47
100.63

4.88%
1,509,381.63
15,887.67

0.77%
5,396.16
AA/A
AA

2.79 1.68
46647PEA0 JPMORGAN CHASE & CO 5.04
01/23/2028 1,000,000.00 11/20/20244.81%
1,004,560.00
1,003,806.71
100.87

4.88%
1,008,679.87
9,520.00

0.51%
4,873.16
A/A
AA

2.82 1.70
57636QAW4 MASTERCARD INC 4.875
03/09/2028 775,000.00 03/06/20234.90%
774,248.25
774,558.50
101.87

4.19%
789,466.89
2,308.85

0.40%
14,908.39
AA/A
NA

2.94 2.64
Attachment 1
663

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
63743HFG2

NATIONAL RURAL UTILITIES
COOPERATIVE FINANCE CORP 4.8
03/15/2028
900,000.00
04/10/2023

4.39%
915,975.00
909,476.69
101.26

4.34%
911,295.21
1,920.00

0.46%
1,818.51
A/A
A

2.96 2.65
74340XCG4 PROLOGIS LP 4.875 06/15/2028 1,600,000.00 --

5.02%
1,589,759.50
1,593,333.66
101.11

4.50%
1,617,824.26
22,966.67

0.82%
24,490.60
A/A
NA

3.21 2.83
24422EXB0 JOHN DEERE CAPITAL CORP 4.95
07/14/2028 1,000,000.00 09/12/20235.06%
995,310.00
996,811.33
102.02

4.28%
1,020,243.65
10,587.50

0.52%
23,432.32
A/A
A

3.29 2.98
89115A2U5 TORONTO-DOMINION BANK 5.523
07/17/2028 1,400,000.00 --5.45%
1,404,594.00
1,403,057.72
102.81

4.59%
1,439,406.70
15,893.97

0.73%
36,348.97
A/A
AA

3.30 2.96
06051GKW8 BANK OF AMERICA CORP 4.948
07/22/2028 1,500,000.00 11/20/20244.82%
1,504,650.00
1,504,023.95
100.80

5.10%
1,512,047.40
14,225.50

0.77%
8,023.45
A/A
AA

3.31 2.14
78016HZS2 ROYAL BANK OF CANADA 5.2
08/01/2028 1,000,000.00 08/07/20235.31%
995,280.00
996,839.49
101.93

4.57%
1,019,312.53
8,666.67

0.52%
22,473.04
A/A
AA

3.34 3.01
74456QBX3 PUBLIC SERVICE ELECTRICAND
GAS CO 3.65 09/01/2028 1,000,000.00 12/07/20234.77%
953,250.00
966,169.90

97.85 4.33%
978,452.96
3,041.67

0.50%
12,283.06
A/A
NA

3.42 3.16
91324PDP4 UNITEDHEALTH GROUP INC 3.875
12/15/2028 1,000,000.00 12/12/20234.77%
960,560.00
970,770.79

98.18 4.41%
981,756.61
11,409.72

0.50%
10,985.82
A/A
A

3.71 3.37
66815L2Q1

NORTHWESTERNMUTUAL
GLOBAL FUNDING 4.71
01/10/2029
800,000.00
--

4.67%
801,507.56
801,138.72
100.59

4.54%
804,736.69
8,478.00

0.41%
3,597.97
AAA/AA
AAA

3.78 3.39
57629W5B2 MASSMUTUAL GLOBAL FUNDING
II 4.85 01/17/2029 800,000.00 01/09/20244.85%
799,896.00
799,921.05
101.14

4.52%
809,102.84
7,975.56

0.41%
9,181.79
AA/AA
AA

3.80 3.40
46647PAM8 JPMORGAN CHASE & CO 3.509
01/23/2029 1,300,000.00 01/18/20245.07%
1,227,577.00
1,249,090.75

97.19 4.82%
1,263,528.34
8,616.54

0.64%
14,437.60
A/A
AA

3.82 2.62
69371RS80 PACCAR FINANCIAL CORP 4.6
01/31/2029 1,250,000.00 04/09/20244.85%
1,236,725.00
1,239,408.73
100.66

4.41%
1,258,276.15
9,743.06

0.64%
18,867.42
A/A
NA

3.84 3.45
17275RBR2 CISCO SYSTEMS INC 4.85
02/26/2029 685,000.00 02/21/20244.86%
684,760.25
684,812.74
101.78

4.35%
697,223.76
3,229.97

0.36%
12,411.02
A/AA
NA

3.91 3.44
64952WFG3 NEW YORK LIFE GLOBAL FUNDING

5.0 06/06/2029 650,000.00 06/03/20245.04%
648,752.00
648,956.35
102.07

4.45%
663,481.32
10,381.94

0.34%
14,524.96
AAA/AA
AAA

4.18 3.69
24422EXT1 JOHN DEERE CAPITAL CORP 4.85
06/11/2029 750,000.00 06/07/20245.04%
743,835.00
744,827.61
101.62

4.42%
762,165.66
11,114.58

0.39%
17,338.05
A/A
A

4.20 3.71
341081GT8 FLORIDA POWER & LIGHT CO 5.15
06/15/2029 1,000,000.00 06/13/20244.82%
1,013,864.81
1,011,599.88
102.76

4.42%
1,027,562.44
15,163.89

0.52%
15,962.56
AA/A
AA

4.21 3.57
Attachment 1
664

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
437076DC3 HOME DEPOT INC 4.75
06/25/2029 1,000,000.00 06/20/20244.84%
995,870.00
996,503.30
101.23

4.43%
1,012,259.55
12,666.67

0.52%
15,756.25
A/A
A

4.24 3.69
713448FX1 PEPSICO INC 4.5 07/17/2029 1,165,000.00 07/15/2024

4.53%
1,163,194.25
1,163,449.39
100.94

4.26%
1,175,930.19
10,776.25

0.60%
12,480.80
A/A
NA

4.30 3.77
30303M8S4 META PLATFORMS INC 4.3
08/15/2029 760,000.00 08/12/20244.33%
758,820.12
758,968.09

99.98 4.30%
759,838.04
4,175.78

0.39%
869.95
AA/AA
NA

4.38 3.93
171239AL0 CHUBB INA HOLDINGS LLC 4.65
08/15/2029 721,000.00 08/12/20244.52%
725,073.59
724,553.90
100.84

4.43%
727,076.69
4,283.94

0.37%
2,522.79
A/A
A

4.38 3.83
40139LBJ1 GUARDIAN LIFE GLOBAL FUNDING

4.179 09/26/2029 940,000.00 09/23/20244.18%
940,000.00
940,000.00

98.46 4.56%
925,481.09
545.59

0.47%
(14,518.91)
AA/AA
NA

4.49 4.04
14913UAU4 CATERPILLAR FINANCIAL SERVICES
CORP 4.7 11/15/2029 2,000,000.00 --4.70%
2,000,040.00
2,000,034.96
101.02

4.45%
2,020,476.70
35,511.11

1.03%
20,441.74
A/A
A

4.63 4.05
857449AE2 STATE STREET BANK AND TRUST
CO 4.782 11/23/2029 2,000,000.00 11/29/20244.60%
2,016,280.00
2,015,204.82
100.95

4.55%
2,018,946.72
33,474.00

1.03%
3,741.90
AA/AA
AA

4.65 4.06
26444HAH4 DUKE ENERGY FLORIDA LLC 2.5
12/01/2029 1,368,000.00 12/02/20244.63%
1,239,667.92
1,248,040.46

91.48 4.55%
1,251,441.31
11,400.00

0.64%
3,400.85
A/A
NA

4.67 4.28
64952WFK4 NEW YORK LIFE GLOBAL FUNDING

4.6 12/05/2029 1,560,000.00 12/02/20244.61%
1,559,110.80
1,559,167.78
100.39

4.51%
1,566,043.21
23,122.67

0.80%
6,875.43
AAA/AA
AAA

4.68 4.11
59217GFT1 METROPOLITAN LIFE GLOBAL
FUNDING I 4.9 01/09/2030 1,540,000.00 01/02/20254.95%
1,536,827.60
1,536,970.06
100.85

4.70%
1,553,063.70
17,188.11

0.79%
16,093.63
AA/AA
AA

4.78 4.17
89236TNA9 TOYOTA MOTOR CREDIT CORP

4.95 01/09/2030 1,660,000.00 01/06/20255.00%
1,656,447.60
1,656,607.13
101.51

4.59%
1,684,986.34
18,716.50

0.86%
28,379.21
A/A
A

4.78 4.17
57629TBV8 MASSMUTUAL GLOBAL FUNDING
II 4.95 01/10/2030 1,500,000.00 01/03/20254.96%
1,499,280.00
1,499,311.94
100.80

4.76%
1,511,932.86
16,706.25

0.77%
12,620.92
AA/AA
AA

4.78 4.17
46647PEB8 JPMORGAN CHASE & CO 5.012
01/23/2030 1,000,000.00 01/21/20255.02%
999,750.00
999,761.64
101.11

4.88%
1,011,105.13
9,467.11

0.52%
11,343.49
A/A
AA

4.82 3.41
63743HFX5

NATIONAL RURAL UTILITIES
COOPERATIVE FINANCE CORP 4.95
02/07/2030
1,000,000.00
02/05/2025

4.88%
1,002,872.78
1,002,787.96
101.31

4.64%
1,013,135.65
7,425.00

0.52%
10,347.69
A/NA
A

4.86 4.18
Total Corporate 53,361,000.00 4.27%
52,806,904.10
53,019,888.09

99.71 4.48%
53,173,591.00
473,350.35

27.08%
153,702.91

3.37 2.92

MONEY MARKET
FUND
Attachment 1
665

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
X9USDDGCM DREYFUS GVT CM INST 2,400,877.23 --

4.23%
2,400,877.23
2,400,877.23

1.00 4.23%
2,400,877.23

0.00 1.22%

0.00 AAA/AAA
NA

0.00 0.00
Total Money Market
Fund 2,400,877.23 4.23%
2,400,877.23
2,400,877.23

1.00 4.23%
2,400,877.23

0.00 1.22%

0.00 0.00

0.00 MUNICIPAL BONDS
13063EGT7 CALIFORNIA STATE 4.5 08/01/2029 2,400,000.00 --

4.37%
2,409,753.35
2,408,946.91
100.96

4.25%
2,423,061.60
18,000.00

1.23%
14,114.69
AA/AA
AA

4.34 3.88
Total Municipal
Bonds 2,400,000.00 4.37%
2,409,753.35
2,408,946.91
100.96

4.25%
2,423,061.60
18,000.00

1.23%
14,114.69

4.34 3.88

SUPRANATIONAL
459058JL8

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 0.5 10/28/2025
2,150,000.00
--

0.60%
2,140,429.05
2,148,830.26

97.86 4.30%
2,104,096.17
4,568.75

1.07%
(44,734.09)

AAA/AAA
NA

0.58 0.56
4581X0DV7 INTER-AMERICAN DEVELOPMENT
BANK 0.875 04/20/2026 2,175,000.00 04/13/20210.97%
2,165,038.50
2,172,905.14

96.72 4.09%
2,103,652.52
8,511.20

1.07%
(69,252.62)

AAA/AAA
NA

1.05 1.03
459058KT9

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 3.5 07/12/2028
2,450,000.00
08/25/2023

4.56%
2,337,814.50
2,374,452.93

98.51 3.99%
2,413,575.92
18,817.36

1.23%
39,122.99

AAA/AAA
NA

3.28 3.04
459058LN1

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 3.875 10/16/2029
2,000,000.00
12/12/2024

4.25%
1,967,440.00
1,969,447.38

99.26 4.06%
1,985,157.22
35,520.83

1.01%
15,709.84

AAA/AAA
NA

4.54 4.05
459058LR2

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 4.125 03/20/2030
2,000,000.00
03/14/2025

4.20%
1,993,200.00
1,993,244.69
100.20

4.08%
2,004,091.50
2,520.83

1.02%
10,846.81

AAA/AAA
NA

4.97 4.45
Total Supranational 10,775,000.00 2.94%
10,603,922.05
10,658,880.39

98.49 4.10%
10,610,573.33
69,938.98

5.40%
(48,307.07)

2.86 2.60

US TREASURY
912797NC7 UNITED STATES TREASURY
04/24/2025 2,000,000.00 01/23/20254.32%
1,978,915.50
1,994,611.74

99.73 4.31%
1,994,589.24

0.00 1.02%
(22.50)
A/AAA
AAA

0.07 0.06
Attachment 1
666

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CAB7 UNITED STATES TREASURY 0.25
07/31/2025 1,100,000.00 03/12/20214.30%
1,077,828.13
1,098,322.20

98.66 4.32%
1,085,253.13
455.80

0.55%
(13,069.08)
AAA/AA
AA

0.33 0.33
91282CAT8 UNITED STATES TREASURY 0.25
10/31/2025 400,000.00 03/12/20210.78%
390,265.63
398,773.85

97.76 4.21%
391,023.44
419.89

0.20%
(7,750.41)
AAA/AA
AA

0.59 0.57
91282CAZ4 UNITED STATES TREASURY 0.375
11/30/2025 1,250,000.00 03/26/20210.76%
1,227,587.89
1,246,809.52

97.54 4.17%
1,219,189.45
1,571.09

0.62%
(27,620.07)
AAA/AA
AA

0.67 0.65
91282CCW9 UNITED STATES TREASURY 0.75
08/31/2026 530,000.00 09/23/20210.90%
526,252.73
528,924.90

95.61 3.98%
506,729.69
345.65

0.26%
(22,195.21)
AAA/AA
AA

1.42 1.38
91282CCZ2 UNITED STATES TREASURY 0.875
09/30/2026 1,060,000.00 10/18/20211.18%
1,044,141.41
1,055,199.42

95.56 3.96%
1,012,921.10

25.34 0.52%
(42,278.32)
AAA/AA
AA

1.50 1.46
912828YQ7 UNITED STATES TREASURY 1.625
10/31/2026 2,400,000.00 11/02/20224.41%
2,156,250.00
2,303,369.34

96.47 3.95%
2,315,251.20
16,375.69

1.18%
11,881.86
AAA/AA
AA

1.59 1.53
91282CDG3 UNITED STATES TREASURY 1.125
10/31/2026 1,060,000.00 11/15/20211.25%
1,053,540.63
1,057,936.14

95.70 3.96%
1,014,411.72
5,007.18

0.52%
(43,524.42)
AAA/AA
AA

1.59 1.53
91282CLS8 UNITED STATES TREASURY 4.125
10/31/2026 3,000,000.00 11/14/20244.29%
2,990,976.56
2,992,705.53
100.25

3.96%
3,007,500.00
51,961.33

1.53%
14,794.47
AAA/AA
AA

1.59 1.49
91282CLY5 UNITED STATES TREASURY 4.25
11/30/2026 2,000,000.00 12/18/20244.35%
1,996,171.88
1,996,726.45
100.48

3.95%
2,009,609.38
28,489.01

1.02%
12,882.93
AAA/AA
AA

1.67 1.57
91282CME8 UNITED STATES TREASURY 4.25
12/31/2026 3,500,000.00 12/30/20244.26%
3,499,589.84
3,499,640.97
100.52

3.94%
3,518,046.88
37,392.96

1.79%
18,405.91
AAA/AA
AA

1.75 1.65
91282CJT9 UNITED STATES TREASURY 4.0
01/15/2027 3,000,000.00 01/16/20254.25%
2,985,937.50
2,987,366.93
100.11

3.94%
3,003,164.07
25,193.37

1.53%
15,797.14
AAA/AA
AA

1.79 1.70
91282CET4 UNITED STATES TREASURY 2.625
05/31/2027 600,000.00 06/13/20223.40%
578,718.75
590,721.75

97.36 3.91%
584,132.81
5,278.85

0.30%
(6,588.94)
AAA/AA
AA

2.17 2.06
91282CEW7 UNITED STATES TREASURY 3.25
06/30/2027 1,500,000.00 --3.41%
1,490,273.44
1,495,264.87

98.66 3.88%
1,479,844.50
12,254.83

0.75%
(15,420.37)
AAA/AA
AA

2.25 2.13
91282CFB2 UNITED STATES TREASURY 2.75
07/31/2027 1,180,000.00 --2.99%
1,166,739.07
1,173,761.93

97.46 3.90%
1,150,085.16
5,378.45

0.59%
(23,676.77)
AAA/AA
AA

2.33 2.22
91282CFH9 UNITED STATES TREASURY 3.125
08/31/2027 3,500,000.00 --3.28%
3,474,796.89
3,487,757.92

98.23 3.90%
3,437,929.67
9,510.87

1.75%
(49,828.25)
AAA/AA
AA

2.42 2.29
91282CFU0 UNITED STATES TREASURY 4.125
10/31/2027 2,400,000.00 11/03/20224.41%
2,368,968.75
2,383,939.37
100.57

3.89%
2,413,593.74
41,569.06

1.23%
29,654.37
AAA/AA
AA

2.59 2.39
91282CLX7 UNITED STATES TREASURY 4.125
11/15/2027 3,000,000.00 11/14/20244.25%
2,989,218.75
2,990,567.64
100.57

3.89%
3,017,226.57
46,833.56

1.54%
26,658.93
AAA/AA
AA

2.63 2.43
Attachment 1
667

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CGC9 UNITED STATES TREASURY 3.875
12/31/2027 700,000.00 01/25/20233.57%
709,679.69
705,399.11

99.98 3.88%
699,835.93
6,818.72

0.36%
(5,563.18)
AAA/AA
AA

2.75 2.56
91282CMF5 UNITED STATES TREASURY 4.25
01/15/2028 4,000,000.00 01/07/20254.37%
3,986,875.00
3,987,785.96
100.94

3.89%
4,037,500.00
35,690.61

2.06%
49,714.04
AAA/AA
AA

2.79 2.59
91282CGH8 UNITED STATES TREASURY 3.5
01/31/2028 1,000,000.00 03/14/20233.90%
982,578.13
989,875.56

98.95 3.89%
989,531.25
5,801.11

0.50%
(344.31)
AAA/AA
AA

2.84 2.66
91282CGP0 UNITED STATES TREASURY 4.0
02/29/2028 2,900,000.00 02/23/20233.98%
2,879,269.53
2,887,927.08
100.29

3.89%
2,908,496.10
10,086.96

1.48%
20,569.02
AAA/AA
AA

2.92 2.72
91282CHA2 UNITED STATES TREASURY 3.5
04/30/2028 2,100,000.00 --3.55%
2,095,664.07
2,097,271.66

98.85 3.90%
2,075,800.78
30,861.88

1.06%
(21,470.88)
AAA/AA
AA

3.08 2.85
91282CHE4 UNITED STATES TREASURY 3.625
05/31/2028 1,500,000.00 06/14/20234.00%
1,475,214.84
1,484,144.08

99.18 3.90%
1,487,695.32
18,224.59

0.76%
3,551.24
AAA/AA
AA

3.17 2.93
91282CHX2 UNITED STATES TREASURY 4.375
08/31/2028 550,000.00 09/25/20234.62%
544,199.22
545,980.36
101.46

3.91%
558,056.64
2,092.39

0.28%
12,076.28
AAA/AA
AA

3.42 3.14
91282CJF9 UNITED STATES TREASURY 4.875
10/31/2028 750,000.00 10/27/20234.79%
752,841.80
752,036.08
103.18

3.91%
773,876.96
15,352.21

0.39%
21,840.88
AAA/AA
AA

3.59 3.21
91282CJN2 UNITED STATES TREASURY 4.375
11/30/2028 900,000.00 12/28/20233.83%
921,937.50
916,337.22
101.55

3.91%
913,992.19
13,197.12

0.47%
(2,345.02)
AAA/AA
AA

3.67 3.32
91282CJR3 UNITED STATES TREASURY 3.75
12/31/2028 2,150,000.00 --3.98%
2,127,462.89
2,132,984.20

99.41 3.92%
2,137,318.35
20,267.61

1.09%
4,334.16
AAA/AA
AA

3.75 3.43
91282CJW2 UNITED STATES TREASURY 4.0
01/31/2029 3,100,000.00 --4.30%
3,058,937.50
3,068,093.02
100.27

3.92%
3,108,476.58
20,552.49

1.58%
40,383.56
AAA/AA
AA

3.84 3.50
91282CKG5 UNITED STATES TREASURY 4.125
03/31/2029 2,500,000.00 --4.59%
2,448,730.47
2,458,657.84
100.73

3.93%
2,518,261.73
281.76

1.28%
59,603.89
AAA/AA
AA

4.00 3.66
91282CKP5 UNITED STATES TREASURY 4.625
04/30/2029 4,000,000.00 --4.47%
4,027,509.77
4,022,610.84
102.61

3.93%
4,104,218.76
77,679.56

2.09%
81,607.92
AAA/AA
AA

4.08 3.63
91282CKX8 UNITED STATES TREASURY 4.25
06/30/2029 1,250,000.00 07/18/20244.09%
1,258,837.89
1,257,585.81
101.22

3.93%
1,265,235.00
13,354.63

0.64%
7,649.19
AAA/AA
AA

4.25 3.82
91282CLK5 UNITED STATES TREASURY 3.625
08/31/2029 2,500,000.00 09/11/20243.45%
2,519,628.91
2,517,463.56

98.75 3.94%
2,468,652.35
7,880.43

1.26%
(48,811.21)
AAA/AA
AA

4.42 4.02
91282CLN9 UNITED STATES TREASURY 3.5
09/30/2029 1,500,000.00 10/04/20243.76%
1,482,187.50
1,483,910.97

98.18 3.94%
1,472,753.91
143.44

0.75%
(11,157.06)
AAA/AA
AA

4.50 4.12
91282CLR0 UNITED STATES TREASURY 4.125
10/31/2029 3,000,000.00 11/19/20244.38%
2,985,234.38
2,986,313.59
100.73

3.95%
3,022,031.25
51,961.33

1.54%
35,717.66
AAA/AA
AA

4.59 4.07
Attachment 1
668

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CMA6 UNITED STATES TREASURY 4.125
11/30/2029 2,000,000.00 12/18/20244.40%
1,975,625.00
1,977,014.39
100.77

3.94%
2,015,468.76
27,651.10

1.03%
38,454.37
AAA/AA
AA

4.67 4.15
91282CMD0 UNITED STATES TREASURY 4.375
12/31/2029 4,000,000.00 --4.49%
3,978,828.13
3,979,694.27
101.82

3.95%
4,072,656.24
43,991.71

2.07%
92,961.97
AAA/AA
AA

4.75 4.22
Total US Treasury 73,880,000.00 3.96%
73,207,415.57
73,533,486.06

99.91 3.94%
73,790,359.84
689,952.56

37.58%
256,873.78

2.91 2.66
Total Portfolio 197,621,800.30 3.97%
194,915,060.74
195,822,526.69

98.18 4.20%
196,329,345.06
1,388,027.06
100.00%
506,818.37

3.01 2.56
Total Market Value +
Accrued 197,717,372.13
Attachment 1
669

HOLDINGS REPORT
West Sacramento Enhanced Cash | Account #11169 | As of March 31, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
CASH
CCYUSD Receivable 370.63 --

0.00%
370.63
370.63

1.00 0.00%
370.63

0.00 0.36%

0.00 AAA/AAA
AAA

0.00 0.00
Total Cash 370.63 0.00%
370.63
370.63

1.00 0.00%
370.63

0.00 0.36%

0.00 0.00

0.00 MONEY MARKET
FUND
X9USDDGCM DREYFUS GVT CM INST 103,448.29 --

4.23%
103,448.29
103,448.29

1.00 4.23%
103,448.29

0.00 99.64%

0.00 AAA/AAA
NA

0.00 0.00
Total Money Market
Fund 103,448.29 4.23%
103,448.29
103,448.29

1.00 4.23%
103,448.29

0.00 99.64%

0.00 0.00

0.00 Total Portfolio 103,818.92 4.21%
103,818.92
103,818.92

1.00 4.21%
103,818.92

0.00 100.00%

0.00 0.00

0.00 Total Market Value +
Accrued 103,818.92
Attachment 1
670

HOLDINGS REPORT
City of West Sacramento Reporting Portfolio | Account #10676 | As of March 31, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
CASH
86723G1$8 Suncrest Bank 1,047,796.64 --

0.02%
1,047,796.64
1,047,796.64

1.00 0.02%
1,047,796.64

0.00 0.70%

0.00 NA/NA
NA

0.00 0.00
90JPMC$04 CASH JP MORGAN CHASE CASH
ACCT 19,209,207.44 --1.94%
19,209,207.44
19,209,207.44

1.00 1.94%
19,209,207.44

0.00 12.80%

0.00 NA/NA
NA

0.00 0.00
90BOFA$00 Cash BOA 44,534,180.95 --

0.00%
44,534,180.95
44,534,180.95

1.00 0.00%
44,534,180.95

0.00 29.68%

0.00 NA/NA
NA

0.00 0.00
CCYUSD Receivable 871,641.60 --

0.00%
871,641.60
871,641.60

1.00 0.00%
871,641.60

0.00 0.58%

0.00 AAA/AAA
AAA

0.00 0.00
Total Cash 65,662,826.63 0.57%
65,662,826.63
65,662,826.63

1.00 0.57%
65,662,826.63

0.00 43.76%

0.00 0.00

0.00 LAIF
90LAIF$00 Local Agency Investment Fund
State Pool 78,530,981.51 --4.31%
78,530,981.47
78,530,981.47

1.00 4.31%
78,530,981.51

0.00 52.34%

0.04 NA/NA
NA

0.00 0.00
Total LAIF 78,530,981.51 4.31%
78,530,981.47
78,530,981.47

1.00 4.31%
78,530,981.51

0.00 52.34%

0.04 0.00

0.00 LOCAL GOV

INVESTMENT POOL
90CAMP$00 CAMP 5,849,767.07 --

4.47%
5,845,767.07
5,845,767.07

1.00 4.47%
5,849,767.07

0.00 3.90%
4,000.00
NA/AAA
AAA

0.00 0.00
Total Local Gov
Investment Pool 5,849,767.07 4.47%
5,845,767.07
5,845,767.07

1.00 4.47%
5,849,767.07

0.00 3.90%
4,000.00

0.00 0.00
Total Portfolio 150,043,575.21 2.68%
150,039,575.17
150,039,575.17

1.00 2.68%
150,043,575.21

0.00 100.00%
4,000.04

0.00 0.00
Total Market Value +
Accrued 150,043,575.21
Attachment 1
671

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 18, 2025 ITEM # 17
SUBJECT:

CONSIDERATION OF AWARD OF A CONTRACT FOR SERVICES WITH PRIDE

INDUSTRIES ONE FOR JANITORIAL SERVICES AT CITY FACILITIES INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Lorianne Landsaw, Senior Analyst
Public Works Operations & Maintenance
Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to provide the City Council with sufficient information to consider for approval a professional services contract with PRIDE Industries One to provide janitorial and cleaning services at City facilities.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1) Award a contract for janitorial and cleaning services at City facilities to PRIDE Industries One; 2) Authorize the City Manager or his designee to execute non-substantive changes or modifications to the Contract for Services with approval from the City Attorney; 3) Authorize the City Manager or his designee to execute amendments or change orders up to 10% of the contract amount; and
4) Authorize the City Manager or his designee to execute amendments to extend the term of the contract.

BACKGROUND
Janitorial services are essential for City facilities because they ensure a clean, safe, and welcoming environment for both employees and the public. These services help maintain hygiene standards, reduce the spread of illness, and protect public health, especially in public facing areas. Regular cleaning also preserves facility assets, extends the life of infrastructure and equipment, and promotes a professional image as well as contributing to overall employee morale and productivity.

In March 2025, the Public Works Operations and Maintenance Department issued a Request for Proposals (25- 016-RFP) for janitorial services for City facilities. Pass through costs for rental facilities and one-time cleaning requests were also included. Seventeen (17) bids were received and were reviewed by eleven staff members across most City departments. The bids were narrowed down based on score to a top five. Individual interviews were then held with each vendor and nine City staff representatives, and the scores were received and compiled to determine the top scoring vendor.

ANALYSIS
The approval of the recommended contract with PRIDE Industries One has fixed rates for the set locations for the first year and allows for escalators in years two and three to respond to market changes relative to changes in minimum wage, supply costs, and other factors. Additionally, the contract allows for two additional 1-year extensions if the City wishes to extend the contract.

Set location janitorial services have detailed scopes of work per location included in Exhibit A of the contract.

Additional services, such as cleaning after rental events, biohazard response, or one-time requests, can be added based on the rates included in Exhibit C of the contract.

Page 2 ends

Strategic Plan Integration
Awarding a contract for Janitorial Services aligns with the City’s Strategic Principle of Core Services and Infrastructure.

Alternatives
The City Council may decide to:
1) Approve the recommended action; or
2) Direct staff to re-issue the RFP for a different pool of respondents.

Based on the large number of responses, staff recommends approving the contract award to PRIDE One Industries as the best choice for the City’s janitorial needs.

Coordination and Review
The Request for Proposals was coordinated with all City departments for the initial review prior to publishing, and included staff from the City Manager’s Office, Economic Development & Housing, Parks & Recreation, Fire, Police, and Public Works for review of responses. Additionally, coordination with the Finance Department was in place for the contract review.

Budget/Cost Impact
Approval of this contract is dependent upon approval of the FY 25/26 Operations and Maintenance Budget and DP-00911 – Citywide Janitorial Services included in the FY 25/26 Operations and Maintenance Budget on the June 18th Council Regular Agenda.

ATTACHMENT
1) MCO25-174 PRIDE Industries One - Professional Services Contract 673
PRIDE Industries One
MCO25-174 – Janitorial Services
Expires on 06/30/2028
4928-8397-0122.1 007203.543 1 11.4.2024

CONTRACT FOR SERVICES
THIS CONTRACT is made on July 1, 2025 by and between the CITY OF WEST SACRAMENTO (“City”), and PRIDE Industries One (“Consultant”).

WITNESSETH:

WHEREAS, the City desires to engage the consultant to perform services set forth in the Request for Proposals (25-016-RFP) for Citywide Janitorial Service issued on March 21, 2025; and
WHEREAS, the Consultant has presented a proposal for such services to the City, dated April 25, 2025 (attached hereto as Exhibit “A”) and is duly licensed, qualified and experienced to perform those services;
NOW, THEREFORE, the parties hereto mutually agree as follows:

1. SCOPE OF SERVICES:

A. Consultant shall do all work, attend all meetings, produce all reports and carry out all activities necessary to completion of the services described in the Scope of Work, attached hereto and incorporated herein by this reference as Exhibit “A”. This Contract and its exhibits shall be known as the “Contract Documents.” Terms set forth in any Contract Document shall be deemed to be incorporated in all Contract Documents as if set forth in full therein. In the event of conflict between terms contained in these Contract Documents, the more specific term shall control. If any portion of the Contract Documents shall be in conflict with any other portion, provisions contained in the Contract shall govern over conflicting provisions contained in the exhibits to the Contract.

B. Consultant enters into this Contract as an independent contractor and not as an employee of the City. The Consultant shall have no power or authority by this Contract to bind the City in any respect. Nothing in this Contract shall be construed to be inconsistent with this relationship or status. All employees, agents, contractors or subcontractors hired or retained by the Consultant are employees, agents, contractors or subcontractors of the Consultant and not of the City. The City shall not be obligated in any way to pay any wage claims or other claims made against Consultant by any such employees, agents, contractors or subcontractors, or any other person resulting from performance of this Contract. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City. Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, To the greatest extent permitted by law, Consultant and its employees, agents, and subcontractors shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of 674
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City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.

C. The Consultant agrees it has satisfied itself by its own investigation and research regarding the conditions affecting the work to be done and labor and materials needed, and that its decision to execute this Contract is based on such independent investigation and research.

2. TERM OF CONTRACT
A. The services of Consultant are to commence upon execution of this Contract by the City, and shall be undertaken and completed in accordance with the Schedule of Performance attached hereto and incorporated herein by this reference as Exhibit “B” and terminate on June 30, 2028.

B. Consultant’s failure to complete work in accordance with the Schedule of Performance may result in delayed compensation as described in Section 3.

C. The City Manager or his or her designee may, by written instrument signed by the Parties, extend the duration of this Contract for two (2) additional one-year extensions in the manner provided in Section 5, provided that the extension does not require the payment of compensation in excess of the Council approved budget.

3. COMPENSATION:

A. The Consultant shall be paid monthly for the actual fees, costs and expenses for all time and materials required and expended, but in no event shall total compensation exceed the fiscal year budget approved by the City Council for janitorial services without City’s prior written approval. Consultant's fees shall be as specified in the Schedule of Fees, which is attached hereto an incorporated herein as Exhibit "C".

B. Said amount shall be paid upon submittal of a monthly billing showing completion of the tasks that month. Consultant shall furnish City with invoices for all expenses as well as for all materials authorized by this Contract. The invoices shall be submitted with the monthly billings.

If Consultant’s performance is not in conformity with the Schedule of Performance, payments may be delayed or denied, unless the Consultant’s failure to perform in conformity with the Schedule of Performance is a documented result of the City’s failure to conform with the Schedule of Performance, or if the Schedule of Performance is extended pursuant to Section 5.

C. If the work is halted at the request of the City, compensation shall be based upon the proportion that the work performed bears to the total work required by this Contract, subject to Section 4.

4. TERMINATION:

A. This Contract may be terminated by either party, provided that the other party is given not less than 60 calendar days’ written notice (delivered by certified mail, return receipt requested) of intent to terminate.

B. The City may temporarily suspend this Contract, at no additional cost to City, provided that the Consultant is given written notice (delivered by certified mail, return receipt 675
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requested) of temporary suspension. If City gives such notice of temporary suspension, Consultant shall immediately suspend its activities under this Contract.

C. Notwithstanding any provisions of this Contract, Consultant shall not be relieved of liability to the City for damages sustained by the City by virtue of any breach of this Contract by Consultant, and the City may withhold any payments due to Consultant until such time as the exact amount of damages, if any, due the City from Consultant is determined.

D. In the event of termination, the Consultant shall be compensated for all services performed prior to the date of termination, except as otherwise provided in Section 4.C. Upon termination, the City shall be entitled to all work, including but not limited to, appraisals, inventories, studies, analyses, drawings and data estimates performed to that date in accordance with Section 7 hereof.

5. AMENDMENTS, CHANGES OR MODIFICATIONS:

Amendments, changes or modifications in the terms of this Contract may be made at any time by mutual written agreement between the parties hereto and shall be signed by the persons authorized to bind the parties hereto.

6. EXTENSIONS OF TIME:

Consultant may, for good cause, request extensions of time to perform the services required hereunder. Such extensions shall be authorized in advance by the City in writing and shall be incorporated in written amendments to this Contract or the attached Work Program in the manner provided in Section 5.

7. PROPERTY OF CITY:

A. It is mutually agreed that all materials prepared by the Consultant under this Contract shall become the property of the City, and the Consultant shall have no property right therein whatsoever. Immediately upon termination, the City shall be entitled to, and the Consultant shall deliver to the City, all data, drawings, specifications, reports, estimates, summaries and other such materials as may have been prepared or accumulated to date by the Consultant in performing this Contract which is not Consultant’s privileged information, as defined by law, or Consultant’s personnel information, along with all other property belonging exclusively to the City which is in the Consultant’s possession.

B. Additionally, it is agreed that the parties intend this to be a contract for services and each considers the products and results of the services to be rendered by Consultant hereunder (the “Work”) to be a work made for hire. Consultant acknowledges and agrees that the Work (and all rights therein, including, without limitation, copyright) belongs to and shall be the sole and exclusive property of the City.

8. COMPLIANCE WITH ALL LAWS:

A. Consultant shall comply with all applicable laws, ordinances, and codes of federal, State and local governments, and shall commit no trespass on any public or private property in performing any of the work authorized by this Contract. 676
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B. Consultant warrants to the City that it is licensed by all applicable governmental bodies to perform this Contract and will remain so licensed throughout the progress of the Work, and that it has, and will have, throughout the progress of the Work, the necessary experience, skill and financial resources to enable it to perform this Contract.

9. WARRANTIES AND RESPONSIBILITIES - CONSULTANT:

A. Consultant agrees and represents that it is qualified to properly provide the services set forth in Exhibit “A” in a manner which is consistent with the generally accepted standards of Consultant’s profession.

B. Consultant agrees and represents that the work performed under this Contract shall be in accordance with applicable federal, State and local law in accordance with Section 17A hereof.

C. Consultant shall designate a project manager who at all times shall represent the Consultant before the City on all matters relating to this Contract. The project manager shall continue in such capacity unless and until he or she is removed at the request of the City, is no longer employed by Consultant, or is replaced with the written approval of the City, which approval shall not be unreasonably withheld.

D. Consultant shall provide corrective services without charge to the City for services which fail to meet the above professional and legal standards and which are reported to Consultant in writing within sixty (60) days of discovery. Should Consultant fail or refuse to perform promptly its obligations, the City may render or undertake performance thereof and the Consultant shall be liable for any reasonable expenses thereby incurred.

10. SUBCONTRACTING:

None of the services covered by this Contract shall be subcontracted without the prior written consent of the City, which will not be unreasonably withheld. Consultant shall be as fully responsible to the City for the negligent acts and omissions of its contractors and subcontractors, and of persons either directly or indirectly employed by them, as it is for the negligent acts and omissions of persons directly employed by Consultant.

11. ASSIGNABILITY:

Consultant shall not assign or transfer any interest in this Contract whether by assignment or novation, without the prior written consent of the City which will not be unreasonably withheld.

However, claims for money due or to become due Consultant from the City under this Contract may be assigned to a financial institution, or to a trustee in bankruptcy, without such approval.

Notice of any assignment or transfer whether voluntary or involuntary shall be furnished promptly to the City.

12. INTEREST IN CONTRACT:

Consultant covenants that neither it, nor any of its employees, agents, contractors, subcontractors has any interest, nor shall they acquire any interest, direct or indirect, in the subject of the Contract, nor any other interest which would conflict in any manner or degree with the performance of its services hereunder. Consultant shall make all disclosures required by the City’s conflict of interest code in accordance with the category designated by the City, unless the 677
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City Manager determines in writing that Consultant’s duties are more limited in scope than is warranted by the category designated by the City code and that a narrower disclosure category should apply. Consultant also agrees to make disclosure in compliance with the City conflict of interest code if, at any time after the execution of this Contract, City determines and notifies Consultant in writing that Consultant’s duties under this Contract warrant greater disclosure by Consultant than was originally contemplated. Consultant shall make disclosures in the time, place and manner set forth in the conflict of interest code and as directed by the City.

13. MATERIALS CONFIDENTIAL:

All of the materials prepared or assembled by Consultant pursuant to performance of this Contract are confidential and Consultant agrees that they shall not be made available to any individual or organization without the prior written approval of the City, except by court order.

14. LIABILITY OF CONSULTANT-NEGLIGENCE:

Consultant shall be responsible for performing the work under this Contract in a manner which is consistent with the generally-accepted standards of the Consultant’s profession and shall be liable for its own negligence and the negligent acts of its employees, agents, contractors and subcontractors. The City shall have no right of control over the manner in which the work is to be done but only as to its outcome, and shall not be charged with the responsibility of preventing risk to Consultant or its employees, agents, contractors or subcontractors.

15. INDEMNITY AND LITIGATION COSTS:

Consultant shall indemnify, defend, and hold harmless the City, its officers, officials, agents, and employees against all claims, damages, demands, liability, costs, losses and expenses, including without limitation court costs and reasonable attorneys’ fees, arising from Consultant's negligent acts or negligent failure to act, errors, omissions or willful misconduct incident to the performance of this Contract except such loss or damage caused by the active negligence, sole negligence, or willful misconduct of the City. The provisions of this paragraph shall survive termination or suspension of this Contract.

16. CONSULTANT TO PROVIDE INSURANCE:

A. Consultant shall not commence any work before obtaining, and shall maintain in force at all times during the duration and performance of this Contract, the policies of insurance specified in this Section. Such insurance must have the approval of the City as to limit, form, and amount, and shall be placed with insurers with a current A.M. Best’s rating of no less than A VII (an NR rating is acceptable for Worker’s Compensation insurance written with the State Compensation Insurance Fund of California).

B. Prior to execution of this Contract and prior to commencement of any work, the Consultant shall furnish the City with certificates of insurance and copies of endorsements providing evidence of coverage for all policies required by the Contract. The Consultant and its contractors and subcontractors shall, at their expense, maintain in effect at all times during the performance of work under the Contract not less than the following coverage and limits of insurance, which shall be maintained with insurers and under forms of policy satisfactory to the City. The maintenance by Consultant and its contractors and subcontractors of the following coverage and limits of insurance is a material element of this Contract. The failure of Consultant or of any of its contractors or subcontractors to maintain or renew coverage or to provide evidence 678
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of renewal may be treated by the City as a material breach of this Contract. Approval of the insurance by the City shall not relieve or decrease any liability of Consultant.

1. Worker’s Compensation and Employer’s Liability Insurance

a. Worker’s Compensation - Insurance to protect the Consultant, its contractors and subcontractors from all claims under Worker’s Compensation and Employer’s Liability Acts, including Longshoremen’s and Harbor Worker’s Act (“Acts”), if applicable. Such coverage shall be maintained, in type and amount, in strict compliance with all applicable state and Federal statutes and regulations.

The Consultant shall execute a certificate in compliance with Labor Code Section 1861, on the form provided in the Contract Documents.
b. Consultant shall provide a Waiver of Subrogation endorsement in favor of the City, its officers, officials, employees, agents and volunteers for losses arising from work performed by the Consultant.

2. Commercial General Liability Insurance
a. The insurance shall be provided on form CG0001, or it’s equivalent, and shall include coverage for claims for bodily injury or property damage arising out of premises/operations, products/completed operations, contractual liability, and subconsultant’s work and personal and advertising injury resulting from actions, failures to act, or operations of the insured, or by its employees or agents, or by anyone directly or indirectly employed by the insured. The amount of insurance coverage shall not be less than $1,000,000 per occurrence and $2,000,000 general and products/completed operations aggregates. b. The commercial general liability insurance shall also include the following:
i. Endorsement equivalent to CG 2010 0714 naming the City, its officers, officials, employees, agents, and volunteers as additional insureds. The endorsement shall contain no special limitations on the scope of protection afforded to the City, its officers, officials, employees or volunteers.
ii. Endorsement stating insurance provided to the City shall be primary as respects the City, its officers, officials, employees and any insurance or self insurance maintained by the City, its officers, officials, employees or volunteers shall be in excess of the Consultant’s insurance and shall not contribute with it, to the payment or satisfaction of any defense expenses, loss, or judgment.
iii. Provision or endorsement stating that the Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

3. Commercial Automobile Insurance
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a. The insurance shall include, but shall not be limited to, coverage for claims for bodily injury or property damage for owned, non-owned, and hired automobiles resulting from actions, failures to act, or operations of the insured, or by its employees or agents, or by anyone directly or indirectly employed by the insured. The amount of insurance coverage shall not be less than $1,000,000 per accident.
b. The commercial automobile insurance shall include the same endorsements required for the commercial general liability policy (see Section

16.B.2.b).

4. Professional Liability. The Consultant and its contractors and subcontractors shall secure and maintain in full force, during the term of this Contract and for five years thereafter, professional liability insurance policies appropriate to the respective professions and the work to be performed as specified in this Contract. The limits of such professional liability insurance coverage shall not be less than $1,000,000 per claim.

C. In addition to any other remedy the City may have, if Consultant fails to maintain the insurance coverage as required in this Section, the City may obtain such insurance coverage as is not being maintained, in form and amount substantially the same as is required herein, and the City may deduct the cost of such insurance from any amounts due or which may become due Consultant under this Contract.

D. No policy required by this Contract shall be suspended, cancelled, terminated by either party, or reduced in coverage or in limits unless Consultant has provided thirty (30) days prior written notice by certified mail, return receipt requested, to the City.

E. Any deductibles or self-insured retentions in excess of $10,000 must be declared to, and approved by, the City.

F. The requirement as to types, limits, and the City’s approval of insurance coverage to be maintained by Consultant are not intended to, and shall not in any manner, limit or qualify the liabilities and obligations assumed by Consultant under the Contract.

17. MISCELLANEOUS PROVISIONS:

A. Consultant shall keep itself fully informed of, shall observe and comply with, and shall cause any and all persons, firms or corporations employed by it or under its control to observe and comply with, applicable federal, state, county and municipal laws, ordinances, regulations, orders and decrees which in any manner affect those engaged or employed on the work described by this Contract or the materials used or which in any way affect the conduct of the work.

B. Consultant shall not engage in unlawful employment discrimination. Such unlawful employment discrimination includes, but is not limited to, employment discrimination based upon a person’s race, religious creed, color, national origin, ancestry, physical handicap, medical condition, marital status, gender, citizenship, or sexual orientation.

C. This Contract is subject to SB1383 Environmental requirements and conditions outlined in Exhibit E.
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D. Consultant shall maintain and make available for inspection by the City and its auditors accurate records of all of its costs, disbursements and receipts with respect to any work under this Contract. Such inspections may be made during regular office hours at any time until six (6) months after the final payments under this Contract are made to the Consultant.

E. This Contract constitutes the entire agreement between the parties relative to the services specified herein and no modification hereof shall be effective unless and until such modification is evidenced by a writing signed by both parties to this Contract. There are no understandings, agreements, conditions, representations, warranties or promises, with respect to this Contract, except those contained in or referred to in the writing.

F. All notices required under this Contract shall be in writing and may be delivered personally, sent by registered or certified mail through the United States Postal Service, or transmitted via email to the parties at the addresses provided below. Notices sent by email shall be deemed effective upon confirmation of receipt by the receiving party.

City: City of West Sacramento
Attn to: Public Works Department
4300 West Capitol Avenue
West Sacramento, CA 95691
Email: [email protected]

Consultant:

PRIDE Industries One
Attn to: Kathy Lopez-Shaughnessy
10030 Foothills Boulevard
Roseville, CA 95747
Email: [email protected]

G. This Contract shall be interpreted and governed by the laws of the State of California.

H. Any action arising out of this Contract shall be brought and maintained in Yolo County California, regardless of where else venue may lie.

I. In any action brought by either party to enforce the terms of this Contract, each party shall be bear responsibility for its attorney’s fees and all costs regardless of whether one party is determined to be the prevailing party.

J. ELECTRONIC TRANSMISSION OF CONTRACT AND SIGNATURE. By electronically signing this document in electronic form, Parties agree that this Agreement may be transmitted and signed electronically by all Parties, and that such signatures shall have the same force and effect as original signatures, in accordance with California law and regulations, including but not limited to Civil Code Section 1633.7
[Signatures on following page]
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CITY OF WEST SACRAMENTO
By: __________________________
Amanda Berlin, Assistant City Manager
ATTEST:

By: _______________________
Jennifer Cusmir, City Clerk
APPROVED AS TO FORM:

By: _______________________
Jeffrey Mitchell, City Attorney
PRIDE Industries One
By: _________________________
Luis Torres Acosta, Senior Vice
President of Manufacturing, Logistics,
and Engineering & Property Services
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EXHIBIT A
Consultant Proposal/Scope of Work
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PRIDEIndustries.com
10030 Foothills Blvd
Roseville, CA 95747 (800) 550-6005
A. PROPOSAL TRANSMITTAL LETTER
April 25, 2025
City of West Sacramento
Public Works Operations and Maintenance
1110 West Capitol Avenue
West Sacramento, CA 95691
Attn: Lorianne Landsaw, Senior Analyst
Re: Request for Proposal – RFP 25-016, Janitorial And Cleaning Services, City of West Sacramento Dear Ms. Landsaw,
Thank you for the opportunity to submit our proposal to the City of West Sacramento (City) for janitorial and cleaning services. With more than forty years of janitorial experience, PRIDE Industries One, Inc. (PRIDE Industries) has a proven record of providing cleaning services for facilities with similar complexities, sizes, and scopes to the City’s facilities and requirements. We offer a service approach that enables us to effectively manage the scope of work (SOW) outlined in the Request for Proposal (RFP), while maintaining high service levels and delivering excellent customer service. Key factors that will contribute to the success of this contract and offer value to the City include:
• Local Presence and Resources: PRIDE Industries employs nearly 200 janitorial staff members in Northern California. With our local office in McClellan Park, we are located to promptly respond to service needs and ensure the City’s facilities are maintained to the highest standards. • Social Enterprise: By partnering with PRIDE Industries, the City will benefit from top-tier janitorial services and contribute to a broader social mission of fostering employment opportunities for individuals with disabilities and other barriers to employment. • Compliance with LEED and ISSA CIMS-GB: PRIDE Industries is certified by the International Sanitary Supply Association (ISSA) Cleaning Industry Management Standard for Green Buildings (CIMS-GB). This certification demonstrates our commitment to utilizing policies and processes that outline environmentally responsible practices and a strong quality management program, enabling the City to achieve and maintain Leadership in Energy and Environmental Design (LEED) points.
• Performance Monitoring: We use Janitorial Manager Software (JMS), a comprehensive, cloudbased solution, to enhance the efficiency and effectiveness of our janitorial operations. JMS allows us to streamline maintenance operations, track real-time results, and generate reports to monitor performance and identify opportunities for improvement. 684
PRIDEIndustries.com
10030 Foothills Blvd
Roseville, CA 95747 (800) 550-6005
A. Proposer’s Name and Contact
PRIDE Industries One, Inc.

Tim Vanover, Director of Business Development
10030 Foothills Boulevard
Roseville, CA 95747
(916) 788-2100
Fax: (916) 888-0447
Phone: (916) 417-4266
Email at [email protected].

B. Statement of Offer
PRIDE Industries’ proposal is an offer to complete the SOW. The offer, including the cost proposal rates and budget, remains valid for at least ninety (90) business days after the proposal due date, April 25th, 2025.

C. Conflict of Interest
PRIDE Industries and all individuals who perform the work under any resulting contract affirm that we do not have any conflicts of interest that could prohibit the execution of a contract.

D. City Contract Terms
PRIDE Industries has reviewed the City’s standard contract and insurance requirements and accepts all terms and conditions herein without any other qualifications.

E. Subcontractors
PRIDE Industries does not intend to use subcontractors to complete the SOW for the City.

We look forward to discussing our capabilities and approach to providing janitorial services for the City.

If you have any questions regarding this proposal, please contact our representative, Tim Vanover.

Thank you for your consideration,
Luis Torres-Acosta
Senior Vice President of Manufacturing, Logistics, and Engineering & Property Services 685

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C. TECHNICAL PROJECT APPROACH

OUR APPROACH
The next section details PRIDE Industries' organizational approach to fulfilling the City’s SOW while addressing our communication methods, project objectives, and ensuring continuity of services.

Our janitorial services approach combines our industry-recognized best practices, attentive customer service, unique mission, and passion for people to produce a healthy, positive work environment that consistently delivers high-quality service outcomes. The methods we use to implement our janitorial services solution for the City have been certified to meet and exceed CIMS-GB and enable us to efficiently meet the University’s cleaning requirements, develop process improvements, and successfully adjust to changing service needs. Our approach offers several advantages:
• Enhanced Performance: These standards promote effective and efficient cleaning methodologies, ensuring high-quality outcomes and improved performance.
• Green Practices: CIMS-GB emphasizes environmentally friendly cleaning practices, which reduce environmental impact and contribute to sustainability efforts. • Healthier Environments: Our standards focus on creating cleaner and healthier spaces by implementing safe and eco-friendly cleaning techniques. • Compliance and Professionalism: Adherence to recognized standards showcases a commitment to quality, compliance, and professionalism in the cleaning industry. • Efficiency and Consistency: Standardized practices streamline cleaning procedures, ensuring consistent and efficient service delivery across different environments.

We will develop Standard Operating Procedures (SOPs) tailored to the City's service needs in accordance with the contract requirements. Based on our review of the SOW, and to meet and exceed the City's requirements and specifications, we incorporate these fundamental elements into our approach:
• Employee Schedules: We create detailed staffing schedules that ensure comprehensive service coverage for all buildings and shifts specified in the SOW. These schedules specify employee assignments, cleaning times, and cleaning standards for each building. • Employee Work Plans: We develop customized work plans for each staff member based on their role, providing clear expectations for their tasks. These plans align with the SOW and include specific responsibilities and task schedules.
• Green Cleaning Program: Our commercial line of environmentally preferable cleaning products meets and exceeds CIMS-GB standards.
• Training: We train our employees in our cleaning methodology and provide them with a copy of the SOW and their personalized work plan. This training ensures that they understand what tasks they are responsible for and when they need to perform them. • Quality Management Program: Our computerized maintenance management system (CMMS), JMS has been crafted to meet high standards for facilitating effective business systems and continuous quality improvement. The following is an overview of JMS, including features, benefits, and real-time tracking.
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Janitorial Manager Software
JMS is a comprehensive, cloud-based software solution specifically designed to enhance the efficiency and effectiveness of janitorial operations. Developed by professionals with first-hand experience in the cleaning industry, the software empowers users with decisionmaking capabilities and operational transparency, allowing management to coordinate tasks, communicate effectively, and ensure high-quality service delivery.

Features
JMS offers a robust suite of features tailored to the needs of janitorial teams:
• Time Tracking: Centralized timekeeping for all employees with geofence capabilities. • Inspections: Document and provide feedback on service quality, streamlining field management. • Messaging: Real-time chat and image sharing with staff and clients for clear communication with translation capabilities.
• Scan4Clean: QR code tracking for cleaning activities, enhancing service visibility. • Equipment Tracking: Monitor and extend the lifespan of cleaning equipment. • Work Order Management: Manage, track, and plan work routines with cost and profitability insights.

Benefits
JMS enhances the quality, efficiency, and transparency of our cleaning services while allowing the City to monitor our work and maintain its facilities to the highest standards. Key benefits for the City include:
• APPA Standards: Built-in standards for work loading and inspections. • Real-Time Accountability: Track cleaning schedules, completed tasks, and inspection results via a client portal to ensure facilities meet your standards. • Consistent Quality: Regular inspections and performance tracking help us maintain and exceed expectations.

Real-Time Tracking
JMS offers a comprehensive service tracking system designed to maintain cleanliness and efficiency across various timeframes. From daily tasks to annual maintenance, JMS ensures that every step is meticulously managed and documented. Key features include:

Daily Service Tracking
• Task Assignment: Assign and track tasks with timestamps. • Real-Time Updates: Team members update statuses via mobile devices. • Checklists: Ensure all steps are completed.
• Automated Alerts: Supervisors receive alerts for incomplete tasks.

Weekly Service Tracking
• Scheduled Tasks: Pre-scheduled and auto-assigned.
• Recurring Schedules: Weekly tasks repeat automatically. • Progress Monitoring: Logs task completion for reviews.

Monthly Service Tracking
• Detailed Work Orders: Clear instructions for infrequent tasks. • Custom Reporting: Generate monthly reports.
• Customer Communication: Share monthly summaries.
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Quarterly, Semi-Annual, or Annual Service Tracking
• Advanced Planning: Schedule tasks months ahead.
• Resource Allocation: Ensure readiness of equipment and personnel. • Inspection Integration: Built-in inspections to maintain quality.

Integrated Service Tracking
• Unified Dashboard: Access all scheduled services in one place. • Automatic Task Roll-Up: Reschedule missed tasks.
• Customer Feedback Integration: Adjust schedules based on feedback.

COMMUNICATION WITH THE CITY
As a partner to the City, PRIDE Industries prioritizes effective communication between our team and the City. We have implemented multiple processes within our operations to ensure that our communication remains consistent, reliable, and clear.

Beginning with the first sixty (60) days, the PM will develop the communication plan for the City and deliver a protocol and point of contact for the City to utilize. During this phase, we will also set up our internal communication processes between on-site staff, the janitorial supervisor, the PM, and the City.

As an integral part of communication, PRIDE
Industries also incorporates our escalation
process into the contract procedures. PRIDE
Industries’ Customer Escalation Guide
clarifies the escalation path for customerrelated issues, ensuring a quick resolution and minimal disruption to the City. The
janitorial supervisor is the first line of
response to complaints and is expected to
assess the situation and make the initial call
to the City. For minor issues that can be
easily and quickly resolved, the janitorial
supervisor will address the situation without
escalating. For more serious problems, the matter is either escalated to the PM or to the PM, who will assume communication with the City and oversee the resolution process. Should the PM not be able to resolve the issue, the regional director of operations will intercede and work with the City to resolve the issue.

When there is a severe emergency, the escalation process to the regional director of operations is immediate. In all instances, the party responsible at each level of escalation documents the issue, actions taken, and communications. A clear and concise explanation and the expected resolution timeline are communicated to the City to manage expectations and maintain transparency. Once an issue is escalated, the senior leader is responsible for following through to resolution, ensuring the City is satisfied with the outcome. A post-resolution review is conducted to identify root causes and implement preventive measures, involving the customer management team to update protocols and identify if training is needed.
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ADVANCING PROJECT OBJECTIVES
PRIDE Industries' comprehensive service model ensures that each location receives consistent attention to detail, tailored cleaning protocols, and responsive communication channels to address evolving needs.

Overall, PRIDE Industries’ combination of experience, social mission, and operational excellence makes them a strategic partner in achieving the City’s janitorial service objectives. Our integrated approach ensures reliable, environmentally conscious, and socially impactful janitorial services that enhance the City’s public spaces and promote community well-being. Through this partnership, the City can expect a high standard of cleanliness, transparency, and community value.

Supporting Operational Consistency and Facility Readiness Each facility receives tailored cleaning protocols and consistent attention to detail, guided by standardized procedures and documented performance metrics. JMS enables real-time task tracking, service verification, inspection audits, and corrective action documentation, ensuring accountability and transparency at every level. Regular inspections and feedback loops support continuous improvement and help us maintain a uniform level of cleanliness across all City sites.

Advancing Sustainability Goals
Our commitment to sustainability directly supports the City’s environmental stewardship goals. We use Green Seal-certified products, implement waste reduction strategies, and operate under a CIMS-GBcertified green cleaning program. This reduces chemical exposure, improves indoor air quality, and contributes to a smaller carbon footprint, enhancing environmental and occupant health.

Enhancing Social Equity Through Workforce Practices
Our workforce model advances social equity by integrating employment opportunities for individuals with disabilities and other barriers to employment. PRIDE Industries maintains high service standards as one of the nation’s largest social enterprises while delivering measurable community impact. For the City, this means receiving reliable, professional janitorial services delivered by a well-trained and motivated team that takes pride in its mission.

Delivering Responsive and Reliable Service
Our management structure ensures seamless coordination between site supervisors, janitorial staff, and City personnel. Through structured communication channels and 24/7 support, we quickly respond to service requests, special event needs, and emergencies. Whether adjusting cleaning schedules or mobilizing teams for urgent disinfection, our agile service model helps the City maintain high performance across diverse facility types, including offices, parks, libraries, and community centers.

Contributing to Long-Term Community Impact
PRIDE Industries delivers far more than baseline janitorial service by combining certified best practices, innovative tools, and a socially conscious workforce. We offer the City a strategic partner committed to enhancing public spaces, upholding civic standards, and promoting long-term community well-being.

ENSURING CONTINUITY OF WORK EFFORTS
Our approach ensures that the City receives high-value, cost-effective services while maintaining quality and compliance. PRIDE Industries is prepared to support the continuity of the City’s services through the following methods:
• Change Management: If awarded this contract, PRIDE Industries will implement a structured management plan to seamlessly transition services, personnel, and technology from the 689

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incumbent supplier to full operational implementation. Our approach focuses on minimizing disruptions, maintaining service continuity, and aligning with the City’s operational priorities.

The transition will be executed over an 8-12-week phased timeline, allowing for an organized and efficient transfer that keeps service operational for the City. • 24/7 Direct Toll-Free Hotline and Immediate Access: Upon contract engagement, City employees will have access to our team 24/7 to report complaints, service needs, incidents, schedule changes, or questions.
• Local Staff Deployment: We will deploy our nearest staff to address any issues, minimizing disruptions promptly.
• Call Tree for Efficient Communication: We will set up a call tree for the City, ensuring 24/7 coverage supported by our call center and routed to our management and technician teams based on priority.
• Backup Personnel: We maintain a list of backup personnel ready to deploy for emergencies or to supplement staffing needs
• Dedicated Account Management Contact: Our dedicated PM and supervisor will regularly update the City on service status and workforce availability. • Headcount: PRIDE Industries will provide full visibility into the janitorial headcount assigned to City sites, ensuring service continuity and no gaps in availability. • Business Continuity: We maintain business continuity plans to ensure procedures are in place to continue service during an interruption. These documents are tailored specifically to the operational needs of that business line and provide primary and alternate points of contact for all critical staff. PRIDE Industries will partner with the City, utilizing the policy to minimize service disruptions and protect the City’s interest in emergencies. 690

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B. PROPOSER'S MANDATORY QUALIFICATIONS AND

EXPERIENCE
A. ORGANIZATION
Firm Background
Founded in 1966, PRIDE Industries is one of the most
successful social enterprises in the United States. By
providing award-winning facilities management and
manufacturing services, we have grown to become the
nation’s leading employer of people with disabilities and other barriers to employment, including veterans and
former foster youth. Today, PRIDE Industries has 4,091
employees, including 1,896 employees with disabilities, at more than 172 worksites throughout the country, with an annual revenue of $483 million for 2024.

Years in Business
PRIDE Industries has been in business for 59 years and has performed janitorial services for more than 40 years.

Organizational History
Founded in 1966 in Auburn, California, PRIDE Industries began as a visionary initiative by parents seeking meaningful employment opportunities for their adult children with disabilities. This pioneering effort has evolved into the nation's leading employer of people with disabilities and other barriers to employment, including veterans and former foster youth.

Client Base
Our janitorial client base comprises city, county, and state organizations as well as public and private entities. Our current clients include:
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• Sacramento Municipal
Utility District (SMUD)
• City of Sacramento
• Sacramento County
Unified School District
• City of San Jose
• City of Berkeley
• City of Rocklin
• County of Placer
• County of Santa Clara
• County of Stanislaus
• Los Angeles County
Internal Services
Department
• Los Angeles County
Libraries
• County of Ventura
General Services Agency
• Naval Base Ventura
County
• California Department
of Corrections
• California Health Care
Facility
• Vision Service Plan
• Judicial Council of
California
• Superior Court of
California
• Yolo County Courthouse
Corporate Licenses and Certifications
For more than four decades, we've designed our cleaning methods to address our clients’ expectations for upholding pristine facilities, understanding that cleanliness significantly impacts client perception.

Spanning different sectors and building types, we've established ourselves as a valuable partner, extending our reach nationwide across 17 states in commercial and federal domains. Utilizing our scale, financial stability, proficiency in eco-friendly cleaning practices, and extensive track record, we provide adaptable cleaning solutions customized to our clients’ requirements.

The following corporate certifications demonstrate our commitment to superior professionalism, upholding industry standards, and continued learning:
• ISO 9001:2015 Quality Management Systems
• ISSA CIMS-GB with Honors
• ISSA CIMS Certified Experts
• ISSA Distribution Efficiency Analytics and Learning Program (DEAL) • U.S. Green Building Council (USGBC) LEED for Existing Buildings: Operations and Maintenance (LEED-EB: O&M) Rating System
Staff Certifications and Professional Affiliations
In addition to our company-wide certifications and licenses, our staff leadership also possess the following individual certifications and are members of these industry associations:
• Global BioRisk Advisory Council (GBAC) STAR™ Program
• Certified Facility Manager (CFM)
• Certified Building Service Executive (CBSE)
• Building Service Contractors Association International (BSCAI) • Project Management Institute (PMI)
• Change Management Practitioner (PROSCI)
• Lean Six Sigma Green Belt (LSSGB)
• Building Owners and Managers Association (BOMA)
• International Facility Management Association (IFMA)
• ISSA Certified Experts (CCE)
• Carpet Cleaning Technician (CCT), Institute of Inspection, Cleaning, and Restoration Certification (IICRC)
• Certified Professional Trainer (CPT)
• Certified Work Loading Specialist (CWS)
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Training
PRIDE Industries provides all janitorial staff with comprehensive safety and quality training in compliance with all federal, state, and local laws, regulations, and directives. Our commercial janitorial training topics include safety, quality, sustainability, green cleaning, equipment cleaning and maintenance, and site-specific operations.

Training begins during new employee orientation and includes general safety practices and site-specific quality protocols. Task-specific instruction is delivered at the job site, followed by hands-on training and shadowing until the employee demonstrates the skill and consistency required to meet the City’s standards.

Monthly and annual refresher training is conducted to ensure continuous learning and accountability, and supervisors provide real-time coaching when performance gaps or safety concerns are observed. All training is led by qualified supervisors or managers and tracked in our centralized SharePoint system, which our dedicated training department oversees.

Office Location
The account with the City would be serviced from our local office located at 4926 43rd Street, McClellan Park, California.

B. EXPERIENCE
PRIDE Industries has more than 40 years of experience providing janitorial services. We have partnered with more than 30 cities, counties, and municipalities across the state, maintaining hundreds of public buildings and facilities. Our team has consistently delivered high-quality janitorial, landscaping, and facilities maintenance services that align with the performance, safety, and regulatory standards expected by public sector clients. This proven track record demonstrates our capability to manage similar scopes of work successfully.

C. PUBLIC AGENCY EXPERIENCE
As identified in the Public Agency Experience table below, PRIDE Industries lists the public sector projects we’ve worked on within the last five years, demonstrating our experience in providing services similar to the City’s SOW. We also list the key personnel involved in each project and indicate whether they are proposed for inclusion in the City’s contract.

PRIDE INDUSTRIES PUBLIC AGENCY EXPERIENCE
Client Name Scope of
Work Key Personnel Key Personnel Utilized for the City Contract

1. City of
Sacramento CityWide
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Nick Matteri, Janitorial Supervisor
Yes, Ed Fleming, Regional Director
of Operations

2. City of
Sacramento Old
Sacramento
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Nick Matteri, Janitorial Supervisor
Yes, Ed Fleming, Regional Director
of Operations

3. California Dept
of Food and
Agriculture -
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Nick Matteri, Janitorial Supervisor
Yes, Ed Fleming, Regional Director
of Operations
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PRIDE INDUSTRIES PUBLIC AGENCY EXPERIENCE
Client Name Scope of
Work Key Personnel Key Personnel Utilized for the City Contract Meadowview
Grounds Mx

4. California
Department of
Corrections and
Rehabilitation
Janitorial
Services
• Gary Swarthout, Janitorial
Supervisor
• Ameer Habeeb, Janitorial
Supervisor
• Lauri Alusp, Janitorial Supervisor
No

5. City of Berkeley Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Jordan Coggins, Program Manager
• Sandra Avila, Janitorial Supervisor
Yes, Ed Fleming, Regional Director
of Operations, and Jordan Coggins,
Program Manager

6. City of Rocklin
Janitorial
Janitorial
Services
for
Special
Events
• Ed Fleming, Regional Director of
Operations
• Stephanie Grenz, Janitorial
Supervisor
Yes, Ed Fleming, Regional Director
of Operations, and Stephanie
Grenz, Janitorial Supervisor

7. Berkeley Public
Library
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Jordan Coggins, Program Manager
• Sandra Avila, Janitorial Supervisor
Yes, Ed Fleming, Regional Director
of Operations, and Jordan Coggins,
Program Manager

8. City of San Jose -
Public Works
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Jordan Coggins, Program Manager
Yes, Ed Fleming, Regional Director
of Operations, and Jordan Coggins,
Program Manager

9. City of San Jose
Office of Cultural
Affairs
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Jordan Coggins, Program Manager
Yes, Ed Fleming, Regional Director
of Operations, and Jordan Coggins,
Program Manager

10. City of San Jose
Public Works
Janitorial
Services
• Ed Fleming, Regional Director of
Operations
• Jordan Coggins, Program Manager
Yes, Ed Fleming, Regional Director
of Operations, and Jordan Coggins,
Program Manager
Experience Working for the City
PRIDE Industries has not yet had the opportunity to collaborate with the City of West Sacramento.

However, as demonstrated in the table below, we have a strong regional presence and extensive experience in providing services to public agencies of similar size and operational scope. Our portfolio includes successful partnerships with other public agencies throughout California, such as the City of Sacramento, the City of Rocklin, the County of Sacramento, the County of Stanislaus, and the County of Placer. These engagements showcase our ability to deliver high-quality, compliant, and reliable services to municipal and county agencies across California.
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PRIDE INDUSTRIES JANITORIAL CONTRACTS – SIMILAR SIZE AND SCOPE Project Name and
Location Services Provided Square Footage
County of Sacramento Airport janitorial and office buildings, special events. Multiple sites, multiple tenants. 838,320
Sacramento Municipal
Utility District (SMUD)
CIMS-GB, LEED-certified janitorial services to 38 SMUD buildings across the Sacramento area. Buildings serviced include the LEED-certified Customer Service Center, Powerhouse and Wellness Center, field reporting facilities, central plant, electric shop, east campus operations center, and other warehouse and office buildings.
672,000
County of Placer
County-wide janitorial services. Administrative offices, jail, libraries, juvenile justice center, kitchen, carpet and floor care, recycling, and maintenance. Multiple sites, multiple tenants.
728,500
City of San Jose
Janitorial services for the City of San Jose Public Works Department and the Office of Cultural Affairs. Work involves the regular cleaning of 105 public buildings, including libraries, community centers, animal shelters, the police department, and service buildings throughout the City’s public parks. We also provide annual and semi-annual cleaning of 56 of the city’s significant artworks throughout the greater San Jose metropolitan area.
2,000,000
Los Angeles County
Internal Services
Department
CIMS-GB janitorial services for 260 county buildings, including courthouses, holding cells, and other high-traffic, public access buildings.
6,900,000
Naval Base Ventura
County
24/7 CIMS-GB janitorial services for 300 buildings, including a Child Development Center, Fitness Centers, Youth Centers, Teen Centers, Medical Clinics, Dental Clinics, and a Vet Clinic.
3,00,000
General Services
Administration New
Orleans Federal
Buildings
CIMS-GB janitorial and grounds services for the Hale Boggs Federal Building, the U.S. Custom House, the John Minor Wisdom U.S. Court of Appeals Building, and the F. Edward Hebert Federal Building. 1,500,000
Travis Air Force Base Five levels of base-wide janitorial services to over 100 buildings on this large Air Force Base. 1,300,000
County of Santa Clara
County-wide LEED-compliant, CIMS-GB certified, green janitorial services for more than 33 facilities located throughout the county, including the County Executive’s Office, Parks and Recreation, Social Services, Animal Shelter, Health and Hospital Systems, and Probation.

Cleaning services include carpet and floor care, recycling, and 24/7 emergency services.
762,000
County of Stanislaus
County-wide janitorial services include animal services, office buildings, fleet services, health care agency, kitchen, carpet/floor care, recycling, and maintenance. Multiple sites, multiple tenants. 1,100,000
City of Berkeley
City-wide janitorial service for 29 public facilities, with unique characteristics and cleaning management requirements. Public facilities include health, housing, and community services buildings, 379,469
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PRIDE INDUSTRIES JANITORIAL CONTRACTS – SIMILAR SIZE AND SCOPE Project Name and
Location Services Provided Square Footage
public works, parks, recreation and waterfront areas, Berkeley Marina, police traffic sub-stations, fire training division and fire stations, planning department, and animal shelter.

San Mateo County
Transit District
Janitorial services at five district facilities and cleaning and trash removal services for approximately 287 bus stops in a 455 square-mile area, including 33.2 acres and 1,110 parking spaces. Regular cleaning services include sweeping, mopping, and vacuuming. Bi-annual cleaning includes strip waxing, deep cleaning carpets, and window cleaning. Special services include COVID-19 disinfection and biohazard cleanup.
963,358
Beale Air Force Base Base-wide janitorial services, specialized cleaning for childcare, fitness, and youth centers. 962,173
CA Dept. of
Corrections, CA Health
Care Facility
Healthcare-level janitorial services for patient rooms, nurses’ stations, patient care areas, and offices, within a high-secure prison environment. 24/7/365.
750,000
County of Ventura
General Services
Agency
24/7 janitorial services to 45 buildings, including County libraries, Sheriff’s offices, animal services, childcare, health and wellness offices, and fire protection/emergency services.
737,39
Los Angeles County
Libraries
Janitorial services for 52 library facilities in Los Angeles County, including windows and pressure washing services. 706,739 Vision Service Plan Campus-wide janitorial services, LEED-certified office, labs, and manufacturing buildings. 24/7 emergency services. 585,000 Contractual Relationships with the City
PRIDE Industries has no past and/or present contracts with the City of West Sacramento. However, as demonstrated in the tables above, we have multiple contracts within the City of Sacramento and the surrounding areas.

D. PERSONNEL
This section presents an overview of the key personnel assigned to carry out the tasks outlined in the SOW. We provide their resumes, which include a narrative highlighting their qualifications, relevant experience, education, professional licenses, and key accomplishments. To illustrate team structure and coordination, we’ve included an organizational chart showing reporting relationships. Additionally, we’ve identified the individual who will manage daily operations and serve as the primary point of contact for the City, ensuring clear communication and effective execution throughout the project.

Proposed Key Personnel Resumes
Key personnel resumes are provided on the following pages. They identify our leadership for the City contract and various janitorial positions shown in our organizational chart. We will self-perform all work and will not use subcontractors at any point during the contract. 696

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ED FLEMING, CCE, CWS, BSCAI
Regional Director of Operations
CONTACT INFORMATION:

PRIDE Industries
10030 Foothills Blvd.

Roseville, CA 95747
(916) 224-4060
[email protected]
EDUCATION:

Aircraft Technologies (Egress Systems),
Community College of the Air Force,
1987
CERTIFICATIONS/REGISTRATIONS:

CIMS and CIMS-GB-Certified with
Honors, 2013
CIMS Certification Expert (CCE)
ISSA Certified Work Loading Specialist
(CWS)
Level 1 Security, Criminal Justice
Information Services (CJIS)
Commercial Stone Care Technician,
Ecolab, 2008
Certified Food Manager, National
Assessment Institute, 2000
Commercial Cleaning Contract Bid and
Labor Estimator, Building Service
Contractors Association International
(BSCIA), 2000
Building Services Executive, BSCIA, 1998
Master Floor Technician, BSCIA, Sept
1997
Master Carpet Technician, BSCIA, 1995
SUMMARY:

With more than 35 years of experience in janitorial services, including more than a decade managing university campuses, Ed Fleming brings exceptional expertise to support the City’s contract. As regional director of operations, Ed oversees services for commercial, public, and private facilities. He excels in project management, budgeting, and staff development. His expertise in optimizing resources ensures efficient, highquality service, even in high-traffic environments.

Ed’s leadership has been pivotal in managing more than five million square feet of PRIDE Industries’ janitorial contracts, including prominent facilities like Placer County Courts, Sacramento Municipal Utility District (SMUD), and California Department of Corrections and Rehab (CDCR). His university campus experience encompasses managing janitorial
operations at William Jessup University and UC Davis.

With a strategic, results-oriented approach, Ed will ensure the City’s requirements are met while upholding the highest standards of quality and efficiency.

ACCOMPLISHMENTS:

Ed has served as a special projects manager for the past six years for PRIDE Industries’ key accounts.

CONTRACT EXPERIENCE:
• California Department of Corrections and
Rehabilitation California Healthcare Facility, Stockton, CA
• County of Placer, Master Services Agreement, Countywide Janitorial Services, Auburn, CA • Dallas/Fort Worth International Airport, Public
Facilities Janitorial Service, Dallas, TX
• Lambert-Saint Louis International Airport, Terminal 1, Terminal 2, A, B, C, D, & E Concourses, East Gates,
Customs, and B/C Connector Cleaning Services, Saint
Louis, MO
• Los Angeles County Internal Services Department,
Janitorial Services for Regions 12, 13,15, Los Angeles, CA
• Port of Seattle, Seattle-Tacoma International Airport Janitorial Services, Seattle, WA
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• Sacramento County Airport System, Sacramento
International Airport Terminal B, Sacramento, CA
PROFESSIONAL EXPERIENCE:

PRIDE Industries
Regional Director of Operations, Janitorial – October 2011 to Present
State of California
Lobbyist/Volunteer Community Leader – March 2009 to
September 2011
Thunder Valley Casino
Assistant Manager, Internal Maintenance & Uniforms
Department – September 2003 to March 2009
Theater Maintenance & Service, Inc.

Operations Manager – June 1990 to September 2003
United States Air Force
Aircrew Rescue Systems Specialist/Egress
(Reservist) – May 1992 to June 1995
(Active Duty) – November 1981 to May 1992
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JORDAN COGGINS, MBA, CPT, CWS, CCT
Program Manager
CONTACT INFORMATION:

PRIDE Industries
10030 Foothills Boulevard
Roseville, CA 95747
(916) 277-8904
[email protected]
EDUCATION:

Southern New Hampshire University,
Manchester, NH, Master of Business
Administration (MBA) in Project
Management, 2022
University of Phoenix, Tempe, AZ,
Associate of Arts degree (AA) and
Bachelor of Arts degree (BA) in Criminal
Justice, 2018
CERTIFICATIONS/REGISTRATIONS:

Certified Carpet Cleaning Technician,
Institute of Inspection Cleaning and
Restoration (IICRC) – 2024
ISSA Certified Professional Trainer –
October 2023
ISSA Certified Work Loading Specialist –
November 2023
Member of National Society of
Leadership and Success – June 2022
SUMMARY:

With 15 years of experience in janitorial services, Jordan Coggins manages complex facility transitions involving up to 150 buildings, ensuring smooth operations and meeting
clients’ expectations. His expertise in janitorial management systems and adherence to APPA standards enable effective oversight and high-quality service delivery.

As a program manager (PM), Jordan excels at minimizing
disruption, optimizing efficiency, and mitigating risks. He brings extensive knowledge and certifications in cleaning systems, leveraging these to uphold operational excellence during transitions. His focus on maintaining high service standards has been instrumental in achieving seamless results for diverse projects.

Jordan’s strengths include overseeing daily operations, staff development, hiring, performance evaluation, and discipline.

His leadership consistently drives teams to meet production goals while adhering to safety regulations. His experience with diverse teams also fosters an inclusive, supportive, and collaborative work environment.

Jordan is a skilled communicator who ensures clear
engagement with senior management, employees, and clients throughout the transition process. His financial acumen in payroll, billing, and data analysis enhances decision-making and operational performance. Combined with his in-depth knowledge of Cal OSHA and OSHA standards, Jordan is a key asset for delivering strong program management and
personnel leadership within the janitorial program.

PROFESSIONAL EXPERIENCE:

PRIDE Industries
Program Manager, Roseville, CA – June 2013 to Present
PRIDE Industries
Support Staff, Roseville, CA – October 2008 to June 2013 699

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STEPHANIE GRENZ

JANITORIAL SUPERVISOR
CONTACT INFORMATION:

PRIDE Industries
10030 Foothills Blvd.

Roseville, CA 95747
(916) 938-3648
[email protected]
EDUCATION:

American River College - 2009
Certificate Program
SUMMARY:

Stephanie Grenz joined PRIDE Industries in 2023 and currently serves as a janitorial supervisor, managing customer contracts and overseeing janitorial operations across more than ten facilities. She has more than six years of supervisory
experience in janitorial services and has key strengths in staff supervision, team leadership, project management, and
scheduling.

Stephanie ensures all facilities meet cleanliness, safety, and regulatory standards. She is responsible for developing daily work plans, assigning tasks, and monitoring performance to maintain high-quality service. She conducts monthly safety meetings focused on protocols, equipment usage, and
emergency preparedness, fostering a culture of safety and accountability.

Before joining PRIDE Industries, Stephanie was a janitorial services supervisor at Kellermeyer Bergensons Services, managing a team of more than 30 custodians. In that role, she partnered with facility managers to address maintenance needs, improve operations, and enhance customer
satisfaction. She also oversaw inventory control, coordinated vendor orders, and optimized supply usage for cost-efficiency.

Stephanie is recognized for her strong communication skills, team development abilities, and conflict resolution and negotiation effectiveness.

PROFESSIONAL EXPERIENCE:

PRIDE Industries
Janitorial Supervisor ─ Feb. 2023 to Present
Kellermeyer Bergensons Services
Supervisor, Janitorial Services – Dec. 2018 to Jan. 2023 Motion Control Engineering Inc., Rancho Cordova, CA
Custodian ─ Jan. 2015 to Dec. 2018
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Organization Chart
We recognize that having the right team in place for the City is as important as having the right number of staff. The quantities and types of staff we offer were selected based on our assessment of the City’s unique needs, including geographic location, number of facilities, types of facilities, work hours, and building layouts. In developing our team organization, as depicted below, we have used industry standards, our experience cleaning similar environments, and the information provided in this RFP process. Our plan will allow us to maintain consistently high-quality service levels with highly trained personnel.

Primary Point of Contact for the City
The primary point of contact during the contract will be:

Jordan Coggins, Program Manager
PRIDE Industries, 10030 Foothills Boulevard, Roseville, CA 95747 Phone: (916) 277-8904
Email: [email protected]
E. REFERENCES
On the following pages, PRIDE Industries presents our five references for services with a similar SOW performed within the last three years.
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1. Placer County, MSA, County-Wide Janitorial Services
Contact Details
Duane Espinoza ─ Sr. Supervising Building Crafts
Mechanic
11476 C Ave, Auburn, CA 95603
[email protected]
Description of Services
Under a services agreement beginning in 2008, PRIDE
Industries has provided county-wide janitorial services for various Placer County facilities. We provide CIMSGB-certified janitorial services for more than 2,000,000 square feet across 53 county buildings, including Placer County Libraries and the Adult Correctional Facility.

Janitorial services included general and detail cleaning, kitchen cleaning, carpet care, floor maintenance,
restroom cleaning, recycling, trash removal, and window washing.

Our team has successfully provided services across a wide range of Placer County facilities, including 21 buildings at the Placer County Government Center and key government sites such as the Finance Administration Building, Human Services, Auburn Jail, and the CalWORKs/GAIN/Child Support facility in Carnelian Bay. We also serviced public safety locations like the Loomis PCSO Substation and Tahoe Vista Probation Office, as well as numerous libraries throughout the region—including Auburn, Granite Bay, Kings Beach, and Tahoe City—and specialized facilities such as the Law Library, Tahoe Area Regional Transit sites, Tahoe City Customs House, Truckee DPW Shop, Cirby Hills, and the Dewitt Center Shelter Building.

2. City Of San Jose Public Works Department – Janitorial Services Contact Details
Jesse Perez – Building Trades Supervisor
200 E. Santa Clara Street, San Jose, CA 95113
[email protected]
Description of Services
Since 2020, PRIDE Industries has provided janitorial
services for more than two million square feet of space within 105 public works buildings in the City of San Jose.

These facilities include the Metropolitan Museum of Art, youth and teen centers, senior centers, libraries,
community centers, animal shelters, and service
buildings in public parks. Our services also cover highsecurity facilities such as police departments, City Hall offices, and the Rotunda.

We ensure cleaning services are performed thoroughly within established schedules, meeting clients' expectations and maintaining quality control. We use “green” products, including our PRIDEClean® suite of EPA-approved products, to minimize environmental impact. Our team combines innovative technology with experience to offer on-time and on-budget cleaning solutions.

We provide CIMS-GB-certified cleaning services for
healthcare, laboratories, jails, and office
environments throughout Placer County, CA.

For the City of San Jose, we service community buildings, high-security facilities, open spaces, and artwork.
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Our janitorial staff provides high-quality services, including carpet cleaning, floor cleaning and polishing, vacuuming, dusting, spot cleaning, latrine sanitizing, and more. Daily tasks include vacuuming carpets, mopping hard floors, emptying trash, cleaning interior glass, and dusting furniture.

3. Santa Clara County – Janitorial Services
Contact Details
Justin Singleton, Buyer III
150 West Tasman Drive, San Jose, CA 95134
[email protected]
Description of Services
PRIDE Industries has provided performance-based, LEEDcompliant, CIMS-certified green janitorial services for over 33 facilities, totaling more than 1.1 million square feet throughout Santa Clara County. We employ 18 project
staff across various site locations.

Additionally, we have a five-year carpet cleaning contract with the County of Santa Clara, covering over one million square feet of cleaning space, up to ten stories high. Our services include comprehensive carpet and hard floor care, flood water extraction, and removal using truck-mounted extraction techniques.

PRIDE Industries offers regular cleaning services, including on-call 24/7 emergency services. We clean and polish doors and entrances, wash glass, mirrors, and windows, dust high-traffic areas, and clean drinking fountains, ashtrays, and building entrances. We also manage waste and recycling to comply with Santa Clara County’s Zero Waste Program.

These services are provided to various departments, including Animal Control, the County Executive’s Office, Health and Hospital System offices, Social Services, Veterans Affairs, Parks and Recreation, Probation, and Roads and Airports in Gilroy, California.

4. Sacramento Municipal Utility District (SMUD) Janitorial Services Contact Details
Samuel Head II, Facilities Supervisor, Facilities and Security Operations
6100 Folsom Blvd., Mail Stop K221, Sacramento, CA 95819 [email protected]
Description of Services
Since 2007, PRIDE Industries has provided high-quality
janitorial services for the Sacramento Municipal Utility District (SMUD). Our current contract covers 18 SMUD
buildings across Sacramento, totaling 684,591 square feet of cleanable space. These include the LEED-certified
Customer Service Center, Powerhouse and Wellness
Center, field reporting facilities, central plant, electric shop, east campus operations center, and other
warehouse and office buildings.

We service a variety of departments across Santa
Clara County.

PRIDE Industries provides CIMS-GB LEED-certified
janitorial services for SMUD’s office, wellness, power
plant, operations, and warehouse buildings.
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CITY OF WEST SACRAMENTO
Non-Public Facilities Janitorial Services, Solicitation No. 7006685 Page | 14
In our previous contract, we assisted SMUD in outsourcing its services, covering multiple buildings totaling 232,600 square feet. These included the FRF, Central Plant and Electric Shop, Powerhouse, Wellness Fitness Center, and the LEED-certified Customer Service Center.

Our services encompass office areas, classrooms, conference rooms, cafeterias, break rooms, restrooms, showers, locker rooms, hallways, corridors, entrances, and entryways. We perform vacuuming, sweeping, spot mopping, cleaning glass and mirrors, dusting, trash removal, and reconfiguring room setups. Additional services include pressure washing, window washing, carpet cleaning, scrubbing, and recoating hard floors, and document management.

5. County of El Dorado – Janitorial Services
Contact Details
Nicholas Richardson, Facilities Operations Supervisor
County of El Dorado Chief Administrative Office
3000 Fairlane Court, Suite 2, Placerville, CA 95667
[email protected]
Description of Services
Since 2022, PRIDE Industries has provided routine,
recurring, as needed, and emergency janitorial services to multiple locations for the County of El Dorado, including the County Administration offices, the El Dorado Center, the South Lake Tahoe Library, the Health and Human
Services Agency, and the South Lake Tahoe Juvenile
Treatment Center. Our team delivers high-quality janitorial services based on work assignments requested by the
County through a work order system.

Daily cleaning services include sweeping and mopping non-carpeted floors, vacuuming and spotcleaning carpeted areas, disinfecting restrooms, wet-mopping floors, dusting furniture and ledges, cleaning sidewalks and entryways, and emptying refuse and recycling containers. Weekly tasks involve removing cobwebs, dusting picture frames, cleaning metal thresholds, and dusting furniture and baseboards. Semi-annual services include high dusting of vertical surfaces and light fixtures and washing and waxing vinyl and linoleum floors. Annual services include shampooing and vacuuming carpets, and washing and disinfecting interior walls, doors, and window frames.

F. LOCAL BENEFIT
PRIDE Industries is committed to delivering measurable local benefits through our janitorial services contract. As a social enterprise, we are dedicated to creating training and employment opportunities for people with disabilities, veterans, at-risk youth, and foster children. We also prioritize hiring locally, ensuring economic growth within the community. PRIDE Industries is actively engaged in the communities we serve and has recently created initiatives like “I AM ABLE Disability Job Fair,” which expands our impact and supports both employees and local communities. As a responsible business partner, PRIDE Industries holds a West Sacramento business license and ensures compliance with all local tax and fee requirements. Our presence in the City fosters economic development while promoting an inclusive workforce that aligns with the social and economic priorities of the community.

PRIDE Industries provides routine, recurring, asneeded, and emergency janitorial services for a variety of El Dorado County facilities.
704

CITY OF WEST SACRAMENTO
Non-Public Facilities Janitorial Services, Solicitation No. 7006685 Page | 15
G. HISTORY
PRIDE Industries One, Inc. has not had any mergers, acquisitions, or sales related to our organizational structure within the last three years.

H. LEGAL CHALLENGES
PRIDE Industries One, Inc. affirms that there is no past, pending, or threatened litigation in which PRIDE Industries One, Inc., is or has been involved that would adversely impact our ability to fulfill the duties and obligations included in this RFP. In addition, PRIDE Industries One, Inc. maintains robust policies of insurance against all risks that are inherent to its lines of business and would defend and indemnify the offeror as requested and appropriate under those insurance policies.

I. FISCAL VIABILITY
PRIDE Industries One, Inc. has not filed for bankruptcy in the last ten years, nor been involved in any proceeding, whether voluntary or involuntary, or undergone the appointment of a receiver, trustee, or assignee for the benefit of creditors.

J. BUSINESS LICENSE.

PRIDE Industries has uploaded our California Secretary of State registration into the Open.gov portal. 705
PRIDE Industries One
MCO25-174 – Janitorial Services
Expires on 06/30/2028
4928-8397-0122.1 007203.543

EXHIBIT B
Schedule of Performance
Contract Start Date July 1, 2025
Contract End Date June 30, 2028
706
PRIDE Industries One
MCO25-174 – Janitorial Services
Expires on 06/30/2028
4928-8397-0122.1 007203.543

EXHIBIT C
Schedule of Fees
707
Line Item Scheduled Janitorial Services Unit of Measure Unit Cost 1 City Hall Monthly $17,288.60
2 City Hall Annex Monthly $642.76
3 Community Center Monthly $3,960.07
4 Recreation Center Monthly $9,481.87
5 Bridgeway Lakes Boathouse & Concession Stand Monthly $219.13 6 Club West Teen Center Monthly $207.23
7 Discovery Preschool Monthly $213.55
8 Fire Station 45 Monthly $2,027.91
9 Police Administration & Annex Monthly $12,390.13
10 Old Corporation Yard (1951 South River Road) Monthly $982.94 11 Water Treatment Plant Monthly $809.31
12 New Corporation Yard (4300 West Capitol Avenue) Monthly $698.78 13 Yolo County Transit Restroom Monthly $138.27
Line Item Additional Janitorial Services Unit of Measure Unit Cost 1 Weekday Additional janitorial services, scheduled or requested hour $30.55 2 Weekday Additional janitorial services, emergency (less than 4 hours hour $45.83 3 Weekend Additional janitorial services, scheduled or requested hour $45.83 4 Weekend Additional janitorial services, emergency (less than 4 hours hour $57.29 Year 1 (07/01/2025 - 06/30/2026)*
The fee schedule for years 2 and 3 may be adjusted due to minimum wage increases, supply increases, and other factors.
708
PRIDE Industries One
MCO25-174 – Janitorial Services
Expires on 06/30/2028
4928-8397-0122.1 007203.543

EXHIBIT D
CERTIFICATE OF COMPLIANCE WITH LABOR CODE § 3700
[Labor Code § 1861]
I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

PRIDE Industries One
By:

Luis Torres Acosta, Senior Vice
President of Manufacturing, Logistics,
and Engineering & Property Services
709
PRIDE Industries One
MCO25-174 – Janitorial Services
Expires on 06/30/2028
4928-8397-0122.1 007203.543

EXHIBIT E
Environmental Requirements
Disposing of Organic Waste
Contractor shall maintain source separated organic waste and landscape debris from other waste generated during the course of the services provided to the City. Contractor shall haul all source separated organic waste to an Approved Organic Waste Recycling Facility that may include a compostable material handling operation or facility, a transfer/processing operation or facility, or a solid waste landfill that recycles organic waste.

Contractor shall keep a record of the amount of organic waste delivered to each Approved Organic Waste Recycling Facility. Records shall be provided to and on a schedule to be determined by the City. The records may include:
• Delivery receipts and/or weight tickets from the entity accepting the waste. • Amount of material (in cubic yards or tons) transported by the Contractor to each operation or facility.
• If the material is transported to an operation or facility that does not have scales on-site or employs scales incapable of weighing the Contractor’s vehicle in a manner that allows it to determine the weight of waste received, the Contractor is not required to record the weight of material but shall keep a record of the entities that received the organic waste.

Procurement of Compost and Mulch
• Contractor shall act as a Direct Service Provider for the City when procuring Recovered Organic Waste Products such as compost and mulch as part of their landscape maintenance program. All compost and mulch procured for City landscape maintenance projects shall be SB1383 approved and meet or exceed physical contamination standards. • Contractor shall provide to the City, based on a pre-approved schedule, all invoices or similar records evidencing procurement of SB1383 Eligible Compost and Mulch. Invoices should include the name, physical location, and contact information of each operation or facility from whom the recovered organic waste products were procured.

Definitions
“Approved Organic Waste Recycling Facility” means:

A compostable material handling operation or facility as defined in 14 CCR Section 17852(a)(12), that is permitted or authorized under 14 CCR Division 7; A transfer/processing facility or transfer/processing operation as defined in 14 CCR Sections 17402(a)(30) and (31), respectively, that is permitted or authorized under 14 CCR Division 7; or A solid waste landfill as defined in Public Resources Code Section 40195.1 that is permitted under 27 CCR Division 2.
“Direct Service Provider” means a person, company, agency, district, or other entity that provides a service or services to Jurisdiction pursuant to a contract or other written agreement. “Organic Waste” means solid wastes containing material originated from living organisms and their metabolic waste products including, but not limited to, food, yard trimmings, organic textiles 710
PRIDE Industries One
MCO25-174 – Janitorial Services
Expires on 06/30/2028
4928-8397-0122.1 007203.543
and carpets, lumber, wood, Paper Products, Printing and Writing Paper, manure, biosolids, digestate, and sludges.
“Recovered Organic Waste Products”: means products made from California, landfill-diverted recovered Organic Waste processed at a permitted or otherwise authorized operation or facility. “SB1383” means Senate Bill 1383 of 2016 approved by the Governor on September 19, 2016, establishing methane emissions reduction targets in a statewide effort to reduce emissions of short-lived climate pollutants, as amended, supplemented, superseded, and replaced from time to time.
“SB1383 Eligible Compost and Mulch” means compost or mulch produced at an Approved Organic Waste Recycling Facility.
"Source Separated Organic Waste" means organic waste that is placed in a container that is specifically intended for the separate collection of organic waste by the generator. 711

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 18, 2025 ITEM # 18
SUBJECT:

CONSIDERATION OF APPROVAL OF THE UPDATED AGE-FRIENDLY ACTION PLAN INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Kaisa Miller, Senior Program Manager
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to request Council consideration and approval of the updated Age-Friendly Action Plan (the Plan).

RECOMMENDED ACTION
Staff respectfully recommends that the City Council approve the updated Age-Friendly Action Plan in substantially the form shown in Attachment 1.

BACKGROUND
In 2015, the City joined the AARP Network of Age-Friendly Communities, which led to the development and implementation of the first comprehensive Age-Friendly Action Plan in 2017. This foundational work has guided City investments in age-friendly projects and programs some of which include:
 Adopting the ADA Transition Plan in 2019
 Adopting the Mobility Action Plan in 2021
 Provide an ongoing quarterly printed newsletter for older residents  Created a fire safety video targeting a senior audience that also included a smoke alarm give-away program
 Securing funding for Age-In-Place safety home improvements For more successes, please see pages 32-42 in the attached Age-Friendly Action Plan.

Per AARP guidelines, staff began an effort to update the Age-Friendly Action Plan to reflect the City’s progress as well as the changing needs of seniors in West Sacramento. This refreshed approach maintains the core principles of the original plan while incorporating new insights and community feedback. The City continues to focus on creating an environment where residents of all ages can thrive, with particular attention to the evolving needs of our older population.

The success of the initial Age-Friendly Action Plan provided valuable lessons and demonstrated the positive impact of age-friendly initiatives on the community. This update demonstrates the City’s ongoing commitment to enhancing these efforts and adapting to new challenges and opportunities.

ANALYSIS
Consistent with national and international trends, the City’s population is aging. According to Esri, as of 2023 there were 7,661 West Sacramento residents over age 65, which represents 13.9 percent of the city’s total population. These figures are up from the 2020 Census, which noted 6,850 residents over age 65 (12.7 percent of the total population). Esri projects that by 2028, almost 15 percent of the city’s population will be over age 65.

As people age, their needs and interests typically change, necessitating different governmental actions to maintain a community in which older residents can thrive. The Age-Friendly Action Plan is intended to create a framework for the City to undertake the programs and projects necessary to promote a high quality of life for its older residents. However, it should be noted at the outset that the actions recommended in the Age-Friendly Action Plan do not solely benefit older residents at the expense of other demographic groups in the City. Rather, by paying attention to the needs of seniors, the City can make the entire community more livable for all its residents.

Key elements of this Plan update, including the outreach methods that informed it, a summary of key findings, and a list of recommended actions for this planning period, are summarized in the following sections. The entire plan is found in Attachment 1.
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Age-Friendly Action Plan Update
June 18, 2025

Page 2 ends

Outreach
The recommended actions for this Plan update are based on extensive outreach to West Sacramento’s older adults. The original plan benefited from a complimentary citywide survey provided by AARP. Since that form of assistance was not available this time, staff undertook a variety of mechanisms to gather direct feedback from West Sacramento seniors, including:
 An online survey
 Two tabling events at the Senior Resource Fair
 A survey administered to Meals on Wheels recipients
 An in-person outreach event at Margaret McDowell Manor  A phone-in survey advertised in the City’s Age-Friendly Newsletter  Questions within a city-wide statistically valid survey As noted in the Plan update document, this outreach indicates that the highest priorities for seniors in West Sacramento appear to be streets/sidewalk maintenance and public safety. Staff used these priorities to guide its selection of the goals included in the Plan update. The draft plan also includes other items that data suggests are priorities for West Sacramento seniors.

Goals
Based on experience from the original Age-Friendly Action Plan, staff is recommending some changes in the updated Plan that are designed to make the new document more impactful and easier to implement. First, staff has reduced the number of Plan goals from twenty to ten. The smaller number of goals will facilitate closer focus on each item.

Relatedly, staff is recommending that the goals themselves be focused on work that is squarely within the City’s purview to implement. Several of the goals in the original plan depended on the actions of other agencies, or on partnerships with outside entities, leaving the outcome of those items not completely within the City’s control.

The recommended goals in the Plan update are all City projects with unambiguous timelines and clear accountability on staff.

The goals for the updated Age-Friendly Action Plan are summarized below.

Goal 1: Implement Sidewalks and Transportation Equity Program Projects Approved by the City Council in February 2024, the West Sacramento Sidewalks and Transportation Equity Program (STEP) plan identifies 12 projects that provide 21 miles of new sidewalk in neighborhoods where residents rely on walking for daily trips most often. These projects directly address pedestrian accessibility, a key issue identified by West Sacramento seniors. During the term of this Age-Friendly Action Plan update, the City will seek to fund and implement as many of these projects as possible.

Goal 2: Implement Sacramento Avenue Complete Streets Program This document will produce a roadmap to implement community-driven improvements to the Sacramento Avenue corridor to provide safer and more comfortable transportation options for people of all ages and abilities, while enhancing public spaces for community activity along the corridor. The projects that will arise from this plan will directly benefit the 22% of seniors that live in the Bryte and Broderick neighborhoods that adjoin the Sacramento Avenue corridor.

Goal 3: Implement HSIP Program
The Highway Safety Improvement Program (HSIP) Traffic Safey and Signal Improvement Project is a plan for a set of safety related intersection improvements that was developed based on an analysis of traffic accidents in the City. These projects will be designed to reduce the likelihood of accidents involving vehicles and pedestrians in the City, focusing on areas where these conflicts have occurred in the past.

The areas to receive improvements include many neighborhoods with higher densities of seniors, including West Capitol Avenue, Sacramento Avenue, and Jefferson Boulevard.

Goal 4: Add an Age-Friendly Appendix to the Bikes, Pedestrian and Trails Master Plan The existing Bicycle, Pedestrian and Trails Master Plan was intended to include a chapter specifically devoted to the needs of the city’s older residents; however, due to staff turnover, that component did not make it into the 2018 document. Staff is planning to undertake a major update to this document starting in the first quarter of 2025. That update will include an appendix dealing directly with the specific needs of West Sacramento’s older residents.
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Age-Friendly Action Plan Update
June 18, 2025

Page 3 ends

Goal 5: Continue to Encourage Use of the Via Rideshare Program The City’s Via Rideshare Program has become a mainstay for many West Sacramento seniors, allowing them to connect with friends, shop, attend City events, and stay connected to the rest of the community.

Currently, about 14 percent of West Sacramento Via riders utilize the senior discount that is available for persons over 62 years of age. The percentage of seniors using Via is almost the same as the percentage of seniors in the overall population. During the term of this plan update, the goal will be to maintain the number of older riders at a rate that matches or exceeds the percentage of seniors in the overall population.

Goal 6: Implement 20 Additional Safe at Home Program Projects The City is partnering with Rebuilding Together Sacramento to implement a pilot program providing home safety modifications to older, low-moderate income residents at no cost to the resident.

Funded primarily by Measure E funds, Safe at Home West Sacramento funds home repairs such as grab bars and handrails, threshold ramps, toilet or shower assist units, energy-efficient bulbs, modified steps, and transfer poles, as well as smoke, fire and carbon monoxide detectors. These changes to the home environment reduce the risk of seniors falling, and improve general safety, accessibility, and functional abilities for the resident.

Goal 7: Implement At Least Four Coffee with a Cop Events Pear Year The City’s Coffee with a Cop program creates opportunities for residents to interact with West Sacramento Police officers in a relaxed, informal environment. The communications and relationship building that occur between residents and officers at these events contribute to public safety by increasing the community’s trust and confidence in their police force.

Between 2017 and 2023, the West Sacramento Police Department held 29 Coffee with a Cop events at various locations throughout the community, including seven senior-focused events held at the senior center or various senior apartment complexes. For the term of this Age-Friendly Action Plan update, the City’s goal is to implement at least four Coffee with a Cop events annually, at least one of which should be focused on seniors, and to improve awareness of these events among seniors.

Goal 8: Reach 1,200 Views of the City’s Fire Safety Video Targeting Seniors As part of its 2019 AARP Community Challenge Grant award, the City prepared a fire safety video to help seniors avoid common fire hazards in their home. As of June, 2024, the video has been viewed 873 times. During the term of this plan, the City’s goal is to promote this video more aggressively through Facebook ads and other means, so it reaches 100 additional views annually, with the intent that an increasing proportion of seniors become familiar with this potentially life-saving content during the term of this plan update.

Goal 9: Expand Utilization of The City’s Active Aging Programming The City of West Sacramento offers a wide array of programs designed to help West Sacramento seniors stay active and engaged. Most of these events are held at the centrally located Community Center on West Capitol Avenue, which also features a Senior Lounge that is available for residents from 9:00 a.m. to 3:00 p.m. on weekdays. There are currently about 435 members who regularly participate in the City’s Active Aging programs. During this planning period, the City’s goal is to continue these programs, add new activities, and increase the number of participants to 600 over the next four years. Implementation of this item will require additional resources that will be requested through the budgeting process.

Goal 10: Expand Outreach to Older Adults
The Age-Friendly Newsletter (553 subscribers) contains general information for seniors, while the Parks Department’s Active Aging Newsletter shares information about City recreation programs. During this planning period the goal is to consolidate these documents into one newsletter and grow its subscription rate to include a larger number of residents. Staff will take additional actions to ensure that the newsletter, and other City outreach efforts, are available in languages other than English so seniors of all backgrounds can avail themselves of City programs.

Staff will monitor the City’s progress on completing these items and provide updates to the Council as milestones are achieved on each of these goals.
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Age-Friendly Action Plan Update
June 18, 2025

Page 4 ends

While the substantive goals are the most prominent and accountable feature of the Age-Friendly Action Plan, it is at least equally important for both staff and the City’s elected and appointed officials to continue using the Plan to facilitate an age-friendliness “lens” through which to evaluate not just projects that are included in the Plan itself, but all City actions. To that end, the Plan also includes a set of age-friendly principles that are designed to help inform day-to-day City decisions that have the potential to affect seniors’ quality of life. These principles include multiple items in categories such as “Outdoor Spaces and Buildings,” “Transportation,” “Housing” and “Social Participation,” which correspond to the AARP/World Health Organization domains of livability.

By implementing the goals in the Age-Friendly Action Plan and considering these principles when developing and implementing new programs and projects, the City can make the community more livable for residents of all ages.

Commissioners were universally supportive of the plan and provided suggestions and comments that can help to inform staff’s implementation of the projects recommended in the Plan.

Strategic Plan Integration
The proposed update to the Age-Friendly Action Plan update will help the City effectuate multiple strategic principles from the Council’s 2024 Strategic Plan, including: “Mobility and Connectivity – Provide convenient and sustainable choices for people to get where they are going,” and “Core Services and Infrastructure – Sustain a financially sound city in which everyone feels safe and secure, with quality services and well-maintained infrastructure.”
Alternatives
The Council’s primary alternatives are noted below:

1. Approve the Age-Friendly Action Plan in substantially the form shown in Attachment 1;

2. Approve the Plan subject to specific Council-directed adjustments to the document;

3. Direct staff to make changes to the Plan and/or gather additional information and return to the Council at a future Council meeting.

Coordination and Review
The Plan document itself reflects material input from every City department and precedes what is expected to be an equally collaborative implementation effort. This staff report was prepared by the City Manager’s Office.

Budget/Cost Impact
While there are costs associated with several of the Plan’s goals, these projects and programs are proceeding with their own corresponding budgets independent of the Plan’s adoption. The adoption of the Plan itself has no budget/cost impact.

ATTACHMENT

1. Age-Friendly Action Plan Update
715
Age-Friendly
Action Plan
2024-2028
716

EXECUTIVE SUMMARY
West Sacramento’s Older Adult Population is Substantial, and Growing. According to Esri data, as of 2023 there are over 10,500 persons in West Sacramento over age 60, comprising 19 percent of the city’s population – a three percentage point increase since 2015.

More Older Adults Live in the North Area of the City. Almost 19 percent of the residents north of the Ship Channel are over age 65, compared to almost 12 percent for Southport.

Many Older Adults Live Alone. Consistent with the findings of the 2017 Age-Friendly Action Plan, as of 2023 over 25 percent of West Sacramento’s older adults live alone, which underscores the need for measures to encourage social participation to help prevent isolation.

Older Adults Tend to Have Lower Incomes. In West Sacramento, the median income for adults over age 65 is lower than any other cohort over age 25. This means that fees, and other economic barriers to entry in the City’s civic and cultural life need to be carefully considered in order to avoid inadvertently excluding seniors.

Older Adults are Diverse. As with the 2017 Plan, the outreach for this plan update demonstrated that older adults are not a single interest group, but have a diversity of interests and areas of focus depending on their specific needs.

Older Residents See Room for Improvement in Terms of City Programs and Services. In a recent survey, about half of residents over age 50 indicated they believe the City is on the right track. This result is typical for this type of survey and does not indicate an acute problem, but does demonstrate that there is room for improvement in terms of seniors’ view of their city.

Key Priorities for Older Residents. Based on a variety of outreach methods, the clear priority for older residents is improvement to the City’s streets and sidewalks, and public safety-related issues.

This plan update contains multiple action items in those areas. 1 717

INTRODUCTION
According to AARP, by 2030, 1 out of 5 people in the United States will be 65 or older. This trend is also manifesting itself in West Sacramento, where the percentage of older residents is steadily rising.

As West Sacramento’s older adult population grows, the City must adapt its programs and services to assure these residents are being served appropriately. With that goal in mind, in 2015 the City Council partnered with AARP to join the AARP Network of Age-Friendly Communities, a national program through which communities across the country commit to invest in programs, projects and services that serve older residents – and, by extension, make communities more livable and pleasant for all residents.

The foundational document for the City’s participation in the Network of Age-Friendly Communities is its Age-Friendly Action Plan, which was initially adopted by the City Council in 2017. This document contained the findings from a set of outreach efforts that were undertaken to better understand the needs and preferences of older adults in West Sacramento, and contained a number of
programmatic goals designed to help the City better meet those needs.

The original document was intended to be updated in 2020; however, due to COVID, it was not possible to undertake the necessary outreach with West Sacramento’s senior community. This Plan update contains current demographic data, summarizes the results of new surveys and other outreach to better understand the current priorities of older adults in West Sacramento, and outlines ten actionable goals intended to help West Sacramento become an even better place for older residents – and the entire community -- to live, work, and enjoy life.
2 718
In 2015, the City of West Sacramento committed to improving the quality of life for its older residents by enrolling the City in AARP’s Network of Age-Friendly Communities. All members of the Network of Age-Friendly Communities are expected to adopt an action plan to document how they intend to maintain and improve their older residents’ quality of life. In 2017, the City became one of the earliest communities in the state to adopt an age-friendly action plan.

The priorities in the original document were developed based on feedback from multiple sources, including a statistically-valid survey of the City’s seniors funded by AARP, which City staff augmented with in-person listening sessions and non-statistically valid surveys of older residents. The development of the original plan was guided by an oversight body that was co-chaired by two City Council members, and also included a representative from each of the City’s six advisory commissions.

A key overarching goal of the 2017 Age-Friendly Action Plan was to instill age-friendliness as a lens through which staff, advisory commission members, and the Council view all of the City’s programs and projects. As demonstrated in many subsequent meetings in which appointed and elected officials asked questions about the age-friendliness of various staff proposals, the City has succeeded in raising awareness that making the community more age-friendly benefits not just our older residents, but everyone.

BACKGROUND
3 719
In addition to raising awareness, the 2017 Age-Friendly Action Plan included 20 substantive goals, which are summarized below:

Despite the extraordinary disruption caused by the COVID epidemic, the City made substantial progress on many of the goals outlined in its original plan. Appendix 1 contains a summary of the work that the City has accomplished under its first Age-Friendly Action Plan.

Upon review, staff concluded that several of the goals outlined in the original Age-Friendly Action Plan were either too vague, or too far outside the City’s span of control. This updated plan focuses on a smaller set of goals that are impactful, lie squarely in the City’s control, and facilitate better accountability and progress measurement. 4 1. Adopt a Bike, Pedestrian &Trails Master Plan, with a “Safe Routes for Seniors” Chapter

2. Adopt a Mobility Action Plan

3. Complete Americans with Disabilities Act (ADA) Transition Plan

4. Create Printed Quarterly Newsletter for Older Residents

5. Maintain and Expand Age-Friendly Web Content

6. Broadband Expansion Pilot

7. Offer Computer Classes for Older Adults

8. Expand the West Sacramento Police Department “VIP” Program

9. Expand West Sacramento Police Department “Coffee with a Cop” Program

10. Work to Enhance Supportive Housing Opportunities for the Homeless

11. Broaden Anti-Fraud Awareness Efforts

12. Help Assure Seniors Have Smoke Alarms

13. Plan for and Develop Additional Affordable Housing

14. Pursue Funding for Age-in-Place Home Improvement Grants

15. Continue Recreational and Educational Programs for Older Residents

16. Promote the Health and Well-Being of Older Residents

17. Develop Strategies to Eliminate Health Disparities

18. Increase Awareness of the City’s Code Enforcement Services

19. Partner with Outside Entities to Organize Neighborhood Cleanups

20. Promote Mixed-Use Development
720
As was noted in the previous Age-Friendly Action Plan, the City of West Sacramento is home to a substantial and growing population of older adults. According to Esri, in 2023 there were 7,661 residents over the age of 65 in West Sacramento, which represents approximately 14 percent of the City’s entire population.

As of 2023, about 5.3 percent of West Sacramento residents, or about 2,931 people, are at least 75 years old, an increase of about 500 persons. Similar growth is seen in the 65-69 and 70-74 age groups.

The growth in the City’s senior population is driven by increasing numbers of “Baby Boomer” generation residents reaching more advanced ages. This trend is expected to continue, making the City’s age-friendly work increasingly important with the passage of time. 5 POPULATION
RESIDENTS OVER THE AGE OF 65

IN WEST SACRAMENTO
ACCORDING TO 2023 ESRI DATA
OF THE CITY’S

ENTIRE POPULATION

CURRENT STATE OF OLDER ADULTS

IN WEST SACRAMENTO
7,661 14%
721
Older residents are not distributed evenly throughout the community.

As shown below, the percentage of older residents in West Sacramento Census block groups ranges from about 6 percent, to over 78 percent. The proportion of older residents is generally higher in the areas north of the Deep Water Ship Channel.
6 GEOGRAPHIC DISTRIBUTION
PERCENTAGE OF ADULTS AGE 65+ BY

BLOCK GROUP IN WEST SACRAMENTO

POPULATION GROWTH
Similar to state and national-level trends, the senior population in Yolo County is growing. Adults age 60 and over were only 14.4 percent of Yolo County’s population in 2010. By 2030, this group’s population share is projected to grow to 20.6 percent, underscoring the importance of the Age-Friendly lens as the City plans its future.
722
West Sacramento’s population is racially and ethnically diverse. Citywide, the City’s population is about 60 percent white, 5 percent black, and 11 percent Asian, with the balance of the population comprised of persons reporting as two or more races, Native American, or some other race. Persons of Hispanic descent (any race) comprise about 33 percent of the city’s population. Among persons sixty years or older, the percentage of white and black residents is higher, while the percentage of Asian and Hispanic residents is lower.
7 RACE AND ETHNICITY
723
According to the U.S. Census Bureau, “a family household is a household maintained by a householder who is in a family…and includes any unrelated people (unrelated subfamily members and/or secondary individuals) who may be residing there. The number of family households are equal to the number of families.” In West Sacramento, over 67 percent of older adults aged 65+ live with family, such as a spouse, children, or other relatives. 25.2 percent of older adults live alone. Over 23 percent live with a spouse aged 65+; and only 1.6 percent of the City’s older residents live in group quarters such as nursing facilities.
8 HOUSEHOLDS
Source: 2017-2021 ACS Table B09020
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Older residents who are
experiencing poverty are
among the city’s most
vulnerable residents. In West
Sacramento, about 396 or 11.6
% of residents between ages
65-74 report annual incomes
below $15,000. As shown in the
figure below, the percentage of
older adults in this income
category ranges from 0 to
almost 50%, with the densest
concentrations of this group
located north of the Deep
Water Ship Channel.
9 INCOME
Source: 2017-2021 ACS B19049 Median Household Income in the Past 12 Months (in 2021 Inflation-Adjusted Dollars) by Age of Householder According to the 2017-2021 ACS, the median
household income for West Sacramento
residents age 65 and over was about $41,000,
which is the lowest median income of any age
cohort over 25 years of age.
$41k

POVERTY
MEDIAN
INCOME 65+
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In West Sacramento, about 67% of residents over age 55 own their homes, while 33% rent, which represents a shift from the 73% owner, 27% renter statistic cited in the previous Age-Friendly Action Plan. Most of West Sacramento’s older residents live in single family homes or apartments. A small percentage live in assisted living facilities. 10 HOUSING

HOUSING STATISTICS
55+ HOMEOWNERS
67% 33%
55+ RENTERS

HOMEHOWNER DECREASE
FROM PREVIOUS AGE-FRIENDLY 6% ACTION PLAN
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In order to meet the needs of West Sacramento’s seniors, the City bases the priorities of the Age Friendly Action Plan on direct feedback from seniors, which is gathered from a number of different sources. Older residents are not a homogenous population with static interests; rather, like the rest of the City, there are many sub-populations, and a wide variation of interests and priorities within the larger population of older residents. This fact demands that the City’s outreach efforts be multifaceted and designed to reach different populations.

For its original Age-Friendly Action Plan, the City had the benefit of a statistically valid survey that was created and administered by AARP.

That generous support was extremely helpful to help launch the City’s Age-Friendly journey; however, going forward the City must rely on its own resources to gather input from residents. For this update, the City undertook multiple separate outreach techniques to assure that the recommendations for this Plan reflect broad priorities among West Sacramento’s diverse population of older residents.

The recommended actions in this plan update were informed by a scientific survey that yielded statistically valid results, augmented by multiple non-scientific outreach efforts, the results of which aligned with the conclusions of the scientific survey. Taken together, this data provides insights into seniors’ priorities across age, geographic and demographic lines. This section summarizes the outreach efforts the City undertook and the data that the City gathered.
11 OUTREACH

MEALS ON WHEELS SURVEY

AGE-FRIENDLY NEWSLETTER SURVEY

ONLINE SURVEY

SENIOR RESOURCE FAIR SURVEY

OUTREACH SURVEYS
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12 OUTREACH
In February-March, 2023 the City of West Sacramento partnered with Meals on Wheels Yolo County to distribute a simple written survey to approximately 150 Meals on Wheels clients in West Sacramento. The survey forms were hand-delivered with the clients’ lunches, then collected by the meal delivery personnel when the resident had completed them.

MEALS ON WHEELS SURVEY
Meals on Wheels recipients include many seniors
who are homebound, or whose mobility is limited,
making this group one of the most vulnerable subpopulations of West Sacramento’s senior community.

The survey asked residents to choose their top
three priorities from a list of potential
improvements that span multiple domains of
livability. Their responses are summarized below.

IMPROVEMENT AREAS # OF RESPONSES
Sidewalk or street improvements
Affordable home improvements
Well-lit accessible and safe public areas
More senior-oriented activities
More public transportation options
Affordable home services, e.g. housekeeping
More benches in public areas
Well-maintained and safe parks
Affordable health and wellness classes
TOTAL
15 13
12 10
9 9
6 6
3 83
As shown above, street or sidewalk improvements were a top priority for survey respondents, followed closely by affordable home improvements and well-lit and safe public areas.
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13 OUTREACH
In February, 2023 the City created a voice mail box, and placed an article in its Age-Friendly Newsletter inviting readers to call a phone number and leave a voice message indicating what the City could do to make their lives better. Over 500 copies of the newsletter included the survey phone number, which yielded 13 individual responses.

This survey methodology was labor-intensive, as it required transcribing responses to an open-ended question from multiple voice mail messages. As a result, the data is more difficult to interpret than would have been the case for a written survey. For example, some responses focused on a single issue, while others provided a broad spectrum of opinions on an array of topics.

AGE-FRIENDLY NEWSLETTER SURVEY
TO SUMMARIZE, THE TOP ISSUES FOR THIS GROUPS WERE:

Road and sidewalk maintenance
Walkability and resting areas
Entertainment, dining and shopping
Public transportation
Social services
While the data is somewhat
unwieldy, staff has repeatedly
consulted these responses for
qualitative insights about issues
of interest to West Sacramento
seniors.
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14 OUTREACH
Since increasing numbers of seniors have access to Internet-enabled devices, staff prepared an online survey and advertised its availability on the City’s social media channels in February and March, 2023. This survey received 143 responses. Based on the demographic information provided by participants, these responses over-represent residents of Southport as opposed to the northern areas of the City. However, these results still provide insights into the perspectives of many West Sacramento seniors, and reinforce several themes that are found across the City’s other outreach efforts.

ONLINE SURVEY
SURVEY RESPONDENTS:

Expressed low satisfaction (41%) with the quality of the City’s streets.

Overwhelmingly (73%) rated West Sacramento as a good,
very good or excellent place to live.

Strongly approve of West Sacramento parks (65%), but
want more benches (62%).

Almost universally (95%) say they usually drive themselves to get around, compared to 25-30% for walking, biking, or Lyft/Uber/Via
Expressed low (41%) satisfaction with available public
transportation options, and even lower satisfaction (21%) for safe, accessible transit stops.

There is a lack of clarity about the availability of
volunteering and job training opportunities.

Survey participants gave very low ratings (24%) on the
availability of community information relevant to seniors. 730
15 THE FOLLOWING IS A WORD CLOUD DERIVED FROM THOSE ANSWERS:

OUTREACH
The online survey contained an open-ended question to allow survey participants to describe their interests in their own words.

The most notable theme in the word cloud is transportation-related words, including “trucks,” “boulevard,” “street,” “congestion,” and “intersection,” which indicates that this group shares an interest in mobility issues with the other groups the City surveyed.

SENIOR RESOURCE FAIR SURVEY
On May 12, 2023 and May 17, 2024, staff set up a table at the Senior Resource Fair and administered a brief survey to attendees. The survey instrument was the same one that was used for the survey of Meals on Wheels participants noted above. Each respondent was asked to select their top three most important priorities they would like the City to pursue.

The aggregated results are as follows:
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16 OUTREACH
The online survey contained an open-ended question to allow survey participants to describe their interests in their own words.

In March, 2024 the City undertook a statistically-valid citywide survey to assess community opinions on various issues, including a question that asked respondents to rate various issues facing the City, including public safety, homelessness, and street/road/sidewalk improvements, in terms of their urgency. Unlike the other outreach methods, the percentages shown in the following table can be assumed to hold for the entire 50+ population in West Sacramento, within a known margin of error and confidence level.

IMPROVEMENT AREAS # OF RESPONSES
Sidewalk or street improvements
Affordable home services, e.g. housekeeping
Affordable health and wellness classes
More senior-oriented activities
Well-maintained and safe parks
More public transportation options
Affordable home improvements
More benches in public areas
Well-lit accessible and safe public areas
TOTAL
20 15
13 13
11 9
9 9
6 105

STATISTICAL SURVEY
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17 STATISTICAL SURVEY
In this sample, residents were presented with a variety of issues. As a general measure, one question asked respondents to indicate how the City is doing generally. For residents over age 50, responses were roughly evenly split between “on the right track” and “on the wrong track,” with slightly more for “on the wrong track”. This answer was consistent with multiple other age groups, indicating that the key issues described below are affecting residents’ overall impression of the City’s well-being.

The survey also asked respondents to categorize a series of issues as “Extremely Important,” “Very Important,” “Somewhat Important,” or “Not Too Important.” The table below summarizes a variety of categories in terms of the proportion of Extremely/Very Important responses to Somewhat/Not Too Important responses. Not all categories are included here, because several overlapped thematically, while others showed indeterminate results that are problematic to interpret.

Categories were selected to be representative of general themes, such as road or public safety improvements, that showed the strongest results.

CATEGORY
%

EXTREMELY/VERY

IMPORTANT
Repairing Streets and Potholes
Preventing Property Crimes
Rebuilding Roads
Condition of Roads and Streets
Addressing Homelessness
Keeping Public Areas Safe and Clean
Maintain Parks and Space for Recreational Programs
Maintaining Neighborhood Police Patrols
Improve Traffic Safety
Recruiting and Retaining Firefighters
89 86
83 75
75 75
70 70
68 66

PERCENT OF EXTREMELY/VERY IMPORTANT RESPONSES
FOR SURVEY RESPONDENTS AGE 50+

MARGIN OF
ERROR (%)
8 11
8 8
8 8
11 8
11 8
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18 STATISTICAL SURVEY
This data indicates that West Sacramento residents over age 50 place a high premium on improving public safety and the safety and quality of the City’s transportation infrastructure and services. Additionally, seniors showed a strong interest in parks and open spaces for recreation, as well as services for older adults.

These results broadly mirror staff’s findings from its own anecdotal outreach efforts, but carry extra weight because they derive from a statistical survey with a margin of error of 8-11 percent, and a confidence level of 95 percent. This means that we can be 95% sure that the opinions of the entire population of seniors in this age group are within +/- 8 to 11% of these results. Because this survey is the most reliable indicator of West Sacramento seniors’ priorities, this instrument is a key driver of the themes and projects recommended for implementation in the Age-Friendly Action Plan.

THE CITY’S AGE-FRIENDLY PRINCIPLES
The public outreach undertaken for the 2024 update to the Age-Friendly Action plan suggested that there are multiple areas in which older West Sacramento residents felt there was room for quality of life improvements. This plan includes implementation projects, described in a subsequent section, to address the primary project-based approaches that the City intends to implement to improve the lives of its older residents, and by extension, all residents.

While these specific projects and programs are important, the City’s Age-Friendly Action Plan is intended to serve not just as to-do list, but also as a tool to help staff, advisory commissions, and the Council view the City’s work through an age-friendly lens, in order to identify opportunities to build age-friendliness into the City’s day-to-day work.

To facilitate an opportunistic approach to age-friendliness, this plan includes the following set of age-friendly principles, which can be applied to City programs and projects to help assure that they meet the needs of West Sacramento residents. These principles are adapted from a World Health Organization document titled “Global Age-Friendly Cities: A Guide,” which was developed by the WHO based on feedback from older adults in 33 countries worldwide.
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19 Further details on each item can be found in that source document, which is available for free online. The principles are organized by the WHO domains of livability in order to facilitate easy reference by staff involved with relevant programs or projects.

THE CITY’S AGE-FRIENDLY PRINCIPLES

OUTDOOR SPACES AND BUILDINGS
Pleasant and Clean Environments
Create beautiful natural surroundings
Importance of Green Spaces
Provide green spaces for all
to enjoy
Somewhere to Rest
Provide adequate outdoor seating
Age-Friendly Pavement
Keep paved areas in good
condition to facilitate safe travel
Safe Pedestrian Crossing
Assure residents can cross
intersections safely
Accessibility
Remove barriers to physical
access to city amenities.

A Secure Environment
Allow residents to feel secure in their
communities.

Walkways and Cycle Paths
Promote health by creating safe
spaces to bike and to walk
Age-Friendly Buildings
Make buildings accessible to all
Adequate Public Toilets
Provide clean, convenient,
accessible public restrooms
Older Customers
Promote good customer services that
appreciate older residents
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20 THE CITY’S AGE-FRIENDLY PRINCIPLES

TRANSPORTATION
Availability
Make a variety of transportation
services available to residents
Affordability
Keep the cost of transportation
services affordable for older
residents
Reliability and Frequency
Reliable and frequent service
improves usability to customers
Travel Destinations
Assure that users can get where
they want to go
Age-Friendly Vehicles
Make vehicles easy for older residents
to embark and disembark
Specialized Services
Provide specially-adapted
transport for those who need it
Priority Seating and Passenger
Courtesy
Promote courteous treatment of
older riders
Transport Drivers
Assure that public transport
drivers are courteous and sensitive
Safety and Comfort
Riders should feel safe using public
transportation
Transport Stops and Stations
Stops and stations should be
convenient and safe
Taxis
Using taxis and similar paid transport
to the benefits of older residents
Community Transport
Free or low-cost transport to
augment other transportation
systems
Information
Help users understand available
transportation options
Driving Conditions
Create a transportation system
that is conducive to safe driving
Courtesy Towards Older Drivers
Promote courteous driving behaviors
Parking
Priority parking for older and
handicapped residents is agefriendly
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Affordability
Assure that affordable, appropriate
housing options exist for older
residents
21 THE CITY’S AGE-FRIENDLY PRINCIPLES

HOUSING
Essential Services
Assure that affordable housing
meets applicable codes and
provides adequate heat,
cooling, and other essential
services
Design
Promote housing layouts that are
handicap-accessible
Modifications
Promote housing designs that
can be readily modified with
age-friendly improvements
that allow residents to
continue to live independently
Maintenance
Create or promote programs to help
older residents maintain their homes
Access to Services
Make needed services
convenient and accessible to
older residents
Community and Family
Connections
Facilitating neighborly connections
for older residents
Housing Options
Create a range of housing options
that address older residents’
changing needs
Living Environment
Avoid overcrowding and promote adequate
living space for older residents
737
Accessible Opportunities
Make entertainment and
educational events accessible to
older residents, including both sitespecific accessibility and transportation to the event
22 THE CITY’S AGE-FRIENDLY PRINCIPLES

SOCIAL PARTICIPATION
Affordable Activities
Make entertainment and
educational events affordable
for older residents
Range of Opportunities
Provide/promote a range of
entertainment and educational
events that will interest a broad
swath of older adults
Awareness of Activities and
Events
Advertise and promote civic
events in a way that allows as
many older residents as
possible to hear of the events
and attend
Encourage Participation and
Addressing Isolation
Create frequent opportunities for
older residents to make social
contacts, and make it easy for
older residents to attend
Integrating Generations,
Cultures, Communities
Create opportunities for older
residents to interact with
people who are different from
themselves
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23 THE CITY’S AGE-FRIENDLY PRINCIPLES

RESPECT AND SOCIAL INCLUSION
Respectful and Disrespectful
Behavior
Promote respectful treatment of
older persons
Age-ism and Ignorance
Educate staff and the public to
avoid age-ist stereotypes and
educate them about the actual
needs of older adults
Intergenerational Interactions and
Public Education
Create opportunities for older
residents to work and interact with
children
Place within the Community
Create opportunities for older
residents to use their
experience in leadership roles
within the community
Helpfulness of the Community
Create opportunities for older
residents to form relationships with
other residents and to solicit their
help when needed
Place in the Family
Facilitate the inclusion of older
residents in family units, for
example through building or
planning regulations that allow
second units

CIVIC PARTICIPATION AND EMPLOYMENT
Volunteering Options for Older
Residents
Create opportunities to leverage the
enormous experience and capabilities
of older residents
Better Employment
Opportunities and More Options
Help remove barriers between
older workers and
employment opportunities
Flexibility to Accommodate Older
Workers and Volunteers
Tailor employment and volunteering
opportunities for older residents
through flexible scheduling and other
accommodations
Encourage Civic Participation
Help older residents participate
through accommodations such
as reserved seating, improved
accessibility, listening device
assistance, etc.

Training
Enable older volunteers and workers
through training opportunities
Entrepreneurial Opportunities
Help older residents participate
in the workforce through
training and assistance to
become entrepreneurs
Valuing Older People’s Contributions
Combat age discrimination and promote the value of
contributions from older residents
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Widespread Distribution
Use available and appropriate
communication channels to
maximize distribution of relevant
news and information to older
residents
24 THE CITY’S AGE-FRIENDLY PRINCIPLES

COMMUNICATION AND INFORMATION
The Right Information at the
Right Time
Manage information overload
and provide older residents
with the information they need
to be full participants in civic
society
Will Someone Speak to Me?
Leverage word of mouth to
facilitate rapid communication of
news to older residents
Age-Friendly Formats and
Design
Use readable fonts and
simplified page layouts to
facilitate comprehension of
written and electronic media
presentations
Information Technology: Boom or
Bane?
Encourage the use of the Internet
and electronic media, but assure
that other communication tools
are used to reach those who do
not have access to Internetenabled devices
A Personal and Collective
Responsibility
Like anyone else, older adults are
responsible for keeping
themselves informed; however, it
is a collective responsibility to
remove barriers that might keep
older adults from doing so
740
Accessible Care
Promote the availability of
convenient, accessible, affordable
health care facilities serving older
people
25 THE CITY’S AGE-FRIENDLY PRINCIPLES

COMMUNITY SUPPORT AND HEALTH SERVICES
A Wider Range of Health
Services
Encourage a wide variety of
health services benefiting older
residents, e.g. clinics, hospitals,
adult care centers, respite and
training for caregivers, medical
equipment suppliers, etc.

Aging Well Services
Encourage the establishment of
health promotion and disease
prevention programs and services
targeting older residents
Home Care
Promote the availability of a
wide variety of home care
options for older residents
Residential Facilities for Those
Unable to Live at Home
Help to assure that adequate and
affordable care facilities exist for
older residents who can no longer
live safely at home
A Network of Community
Services
Promote the availability of
community social services (e.g.
discounted meals, prescreened contractors, etc.) to
older residents
Volunteers Wanted
Use volunteers to fill gaps in health and social
services programs targeting seniors
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26 Several of the concepts listed by the WHO relate to private sector activities, and/or types of work that are not directly within the City’s purview (e.g. health care), but might fall within the scope of allied agencies such as Yolo County. The intent of including these items is not to suggest that the City adopt new lines of business in order to provide these services directly. However, it may be possible for the City to facilitate positive outcomes in areas outside its normal responsibilities through advocacy, partnerships, and/or adjustments in its regulatory processes. It is hoped that by providing a philosophical framework, along with a set of specific action items, the Age-Friendly Action Plan can help focus attention on all dimensions of age-friendliness in West Sacramento, while also facilitating the completion of focused City projects in key areas of need.

AGE-FRIENDLY ACTION ITEMS
The outreach staff has conducted for the Original Age-Friendly Action Plan suggested that older residents were most interested in improvements that align with three broad categories: Connectivity, Public Safety, and Quality of Life. Survey and other outreach results from this Plan update support the continued use of these categories to organize and focus the City’s Age-Friendly work. Each category is outlined below, along with the specific projects that correspond with it.

THE CITY’S AGE-FRIENDLY PRINCIPLES

CONNECTIVITY
SAFETY

QUALITY OF LIFE

ACTION ITEMS
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27 AGE-FRIENDLY ACTION ITEMS
Human beings have an innate need for connection with others.

Unfortunately, it can become harder to maintain those important connections as we age. Physical abilities can decline, exacerbating the difficulty of navigating areas with infrastructure challenges such as potholes, uneven sidewalks, and a lack of places to sit down. It can become more challenging to stay in contact with friends and relatives, many of whom may be using e-mail, social media apps, or other technologies with which older residents may not be familiar. The intent of the projects in this category is to help older West Sacramento residents move around the community and maintain connection with their friends and relatives, both within the city and beyond.

CONNECTIVITY
GOAL 1: IMPLEMENT SIDEWALKS AND

TRANSPORTATION EQUITY PROGRAM PROJECTS
Approved by the City Council in February, 2024, the West Sacramento Sidewalks and Transportation Equity Program (STEP) plan identifies 12 projects that provide 21 miles of new sidewalk in neighborhoods where residents rely on walking for daily trips most often. These projects directly address pedestrian accessibility, a key issue identified by West Sacramento seniors.

STEP establishes the data, processes,
policies, and programs necessary for
the City to invest in sidewalk
improvements and enhance safety,
connectivity, and accessibility in
areas where they are most needed
to make walking a high-quality and
safe transportation option. Many
areas where projects are planned
coincide with neighborhoods where
many seniors live. During the term of
this Age-Friendly Action Plan update,
the City will seek to fund and
implement as many of these
projects as possible.
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GOAL 2: IMPLEMENT SACRAMENTO AVENUE

COMPLETE STREETS PROGRAM
This document will produce a roadmap to implement communitydriven improvements to the Sacramento Avenue corridor to provide safer and more comfortable transportation options for people of all ages and abilities, while enhancing public spaces for community activity along the corridor. The projects that will arise from this plan will directly benefit the many seniors that live in the Bryte and Broderick neighborhoods that adjoin the Sacramento Avenue corridor.

GOAL 3: IMPLEMENT HSIP PROGRAM
The Highway Safety Improvement Program (HSIP) Traffic Safey and Signal Improvement Project is a plan for a set of safety related intersection improvements that was developed based on an analysis of traffic accidents in the City. These projects will be designed to reduce the likelihood of accidents involving vehicles and pedestrians in the City, focusing on areas where these conflicts have occurred in the past.

The areas to receive improvements include many neighborhoods with higher densities of seniors, including West Capitol Avenue, Sacramento Avenue, and Jefferson Boulevard.

GOAL 4: ADD AN AGE-FRIENDLY APPENDIX TO

THE BIKES, PEDESTRIAN AND TRAILS MASTER PLAN
The existing Bicycle, Pedestrian and Trails Master Plan was intended to include a chapter specifically devoted to the needs of the city’s older residents; however, due to staff turnover, that component did not make it into the 2018 document. Staff is planning to undertake a major update to this document starting in the first quarter of 2025. That update will include an appendix dealing directly with the specific needs of West Sacramento’s older residents.

GOAL 5: CONTINUE TO ENCOURAGE USE OF THE VIA

RIDESHARE PROGRAM
The City’s Via Rideshare Program has become a mainstay for many West Sacramento seniors, allowing them to connect with friends, shop, attend City events, and stay connected to the rest of the community. Currently, about 14 percent of West Sacramento Via riders utilize the senior discount that is available for persons over 62 years of age. The percentage of seniors using Via is almost exactly the same as the percentage of seniors in the overall population. During the term of this plan update, the goal will be to maintain the number of older riders at a rate that matches or exceeds the percentage of seniors in the overall population. 28 744
29 AGE-FRIENDLY ACTION ITEMS
A city’s first duty is to protect the safety of its residents. This is particularly true for older residents, who may feel more vulnerable due to the effects of aging. The Police and Fire departments already provide services to older residents; however, the outreach undertaken for this Plan suggests that more can be done to help older residents feel confident and safe in their community. The projects in this category are designed to help older residents create connections with the city’s Police and Fire departments, and directly improve their safety through education and safety-related home improvements.

SAFETY
GOAL 6: IMPLEMENT 20 ADDITIONAL SAFE AT

HOME PROGRAM PROJECTS
The City of West Sacramento is partnering with Rebuilding Together Sacramento to implement a pilot program providing home safety modifications to older, low-moderate income residents at no cost to the resident.

Funded primarily by City of West Sacramento Measure E funds, Safe at Home West Sacramento funds home repairs such as grab bars and handrails, threshold ramps, toilet or shower assist units, energyefficient bulbs, modified steps, and transfer poles, as well as smoke, fire and carbon monoxide detectors. These changes to the home environment reduce the risk of seniors falling, and improve general safety, accessibility, and functional abilities for the resident.

To date, this program has
served 47 residents, who have
received grab bars, hand rails,
safety kits, and other
improvements to help keep
them safe in their homes. The
average cost of these
improvements was $4508 per
household. During the next
five years, staff’s goal is to
implement at least 20
additional projects per year
for eligible West Sacramento
homeowners.
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The City’s Coffee with a Cop program creates opportunities for residents to interact with West Sacramento Police officers in a relaxed, informal environment. The communications and relationship building that occur between residents and officers at these events contribute to public safety by increasing the community’s trust and confidence in their police force.

As part of its 2019 AARP Community Challenge Grant award, the City prepared a fire safety video to help seniors avoid common fire hazards in their home. As June, 2024, the video has been viewed 873 times.

During the term of this plan, the City’s goal is to promote this video more aggressively through Facebook ads and other means, so it reaches 100 additional views annually, with the intent that an increasing proportion of seniors become familiar with this potentially life-saving content during the term of this plan update. 30 GOAL 7: IMPLEMENT AT LEAST FOUR COFFEE

WITH A COP EVENTS PER YEAR
GOAL 8: REACH 1,200 VIEWS OF THE CITY’S FIRE

SAFETY VIDEO TARGETING SENIORS
In addition to the connectivity and public safety items noted above, the City also has a role to play in providing an overall environment in which community members can enjoy a high quality of life. All City functions play a role in shaping this environment. The projects in this category are designed around the theme of helping assure that West Sacramento is a community where older residents – and by extension, all residents – can live happy, engaged lives.

Between 2017 and 2023, the West
Sacramento Police Department held 29
Coffee with a Cop events at various
locations throughout the community,
including seven senior-focused events
held at the senior center or various
senior apartment complexes. For the
term of this Age-Friendly Action Plan
update, the City’s goal is to implement
at least four Coffee with a Cop events
annually, at least one of which should
be focused on seniors, and to improve
awareness of these events among
seniors.

QUALITY OF LIFE
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The City of West Sacramento offers a wide array of programs designed to help West Sacramento seniors stay active and engaged, including:

Historically, the City of West Sacramento mailed a newsletter called “City Lights” to residents to help keep them informed about City events and programming, and to share city-related news. This was an effective, but expensive, way to share information. During the Great Recession, the City transitioned City Lights into an e-mail based format, “City i-Lights,” as a cost saving measure. Since seniors may be less likely to use e-mail, this approach inadvertently cut off many older residents from an important information source. The City has since re-established hard copy newsletters targeting seniors: The Age-Friendly Newsletter (553 subscribers) contains general information for seniors, while the Parks Department’s Active Aging Newsletter shares information about City recreation programs. During this planning period the goal is to consolidate these documents into one newsletter, and grow its subscription rate to include a larger number of residents. Additional efforts must also be made to assure that the newsletter, and other City outreach efforts, are available in languages other than English so seniors of all backgrounds can avail themselves of City programs.
31 GOAL 9: EXPAND UTILIZATION OF THE CITY’S

ACTIVE AGING PROGRAMMING
GOAL 10: EXPAND OUTREACH TO OLDER ADULTS
Exercise (Tai Chi, chair exercise, dancing)
Games (Bingo, brain boosters, cards, dominoes)
Arts and Crafts (card making, scrapbooking,
coloring, knitting, ceramics)
Classes (various subjects)
Informational Workshops
Events (e.g. Senior Resource Fair)
Field Trips (various locations)
Most of these events are held at the centrally
located Community Center on West Capitol
Avenue, which also features a Senior Lounge
that’s available for residents from 9:00 a.m. to
3:00 p.m. on weekdays. There are currently
about 435 members who regularly participate
in the City’s Active Aging programs.

During this planning period, the City’s goal is to continue these programs, add new activities, and increase the number of participants to 600 over the next four years. Implementation of this item will require additional resources that will be requested through the budgeting process.
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APPENDIX A
This appendix summarizes the status of the work items noted in the City’s original Age-Friendly Action Plan. As noted in the body of the plan update, some of the original goals were found to be too far outside the City’s span of control, which has helped guide the plan update to focus more narrowly on tasks over which the City has control.

Each item below includes a status update indicating the City’s disposition on that item going forward. The word “Complete” is used to indicate both items that are fully formed and require no further action, such as the completion of a plan document, as well as items that are not included as specific goals in the Age-Friendly Action Plan update, but which the City will likely continue to work on outside of that context.

Examples of the latter category include affordable housing development and elimination of health disparities.
32 PROGRESS TO DATE ON GOALS FROM 2017-2024

AGE-FRIENDLY ACTION PLAN
GOAL 1: ADOPT THE BIKE, PEDESTRIAN AND TRAILS
MASTER PLAN, INCLUDING “SAFE ROUTES FOR SENIORS”

CHAPTER
The plan was adopted in 2018, and underwent a minor update in 2024.

Staff is planning a more extensive update that will begin in the first quarter of 2025, and will include an appendix specifically dedicated to addressing the needs of seniors.

Status: Ongoing. Completing this item is Goal 4 of the updated plan.

GOAL 2: ADOPT A MOBILITY ACTION PLAN
The Mobility Action Plan was adopted in 2021.

Status: Complete.
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This document was adopted in April, 2019, and now provides a benchmark for accessibility efforts in the City, and a framework for implementation.

Status: Complete.

The City created its first age-friendly quarterly newsletter in 2018. This newsletter was originally marketed to seniors via direct mail, with an invitation for them to call and leave a message with their name and address in order to be added to the distribution list. That mailing list has now grown to over 500 recipients. Each issue contains a calendar of events, as well as articles about services that are available to seniors, and other topics of interest. During COVID, the City was able to use this resource to provide critical public health information to hundreds of seniors. The City has distributed 14 editions of the newsletter, and continues to receive new requests from residents who wish to be added to the list.
33 GOAL 3: COMPLETE THE ADA TRANSITION PLAN
GOAL 4: CREATE A PRINTED QUARTERLY NEWSLETTER

FOR OLDER RESIDENTS
Status: Ongoing. Expanding the reach of the City’s communications to seniors, including the Age-Friendly Newsletter, is Goal 10 of the updated plan.

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The City maintains a dedicated Age-Friendly page on its website, and has placed a link to this page prominently on the main City landing page. Content on this page includes the Age-Friendly Action Plan itself; a page of volunteering opportunities; a link to the Parks and Active Aging website, which contains many senior-oriented activities; and a resources page containing links to services such as Meals on Wheels. While staff endeavored to provide interesting content and make it easy to find, the Age-Friendly pages on the City’s website have been accessed only sporadically, with none of the pages having been viewed more than 250 times (less than .1 percent of total City website traffic) since 2019.

Status: Improving the performance of senior-oriented web and social media content is part of Goal 10 of the updated plan.

Little progress was made on this goal during the reporting period. 34 GOAL 5: MAINTAIN AND EXPAND AGE-FRIENDLY

WEB CONTENT
GOAL 6: BROADBAND EXPANSION PILOT
Status: Ongoing. As of this writing the City has a consultant working on an update to the City’s Broadband Action Plan, which is expected to include recommendations for actions that will improve broadband access for underserved communities, including seniors.

This item was impaired by the COVID pandemic and not implemented.

GOAL 7: OFFER COMPUTER CLASSES FOR OLDER ADULTS
Status: Complete. This item is not included in the plan update as a specific action item; however, the Parks and Recreation Department is purchasing new tablets and does plan to use those to improve digital literacy for their participants.

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This program was put on hiatus during COVID.

Status: WSPD is working now to rebuild the program.

COVID forced an extended pause in Coffee with a Cop events.

Nonetheless, between 2017 and 2023, the West Sacramento Police Department held 29 Coffee with a Cop events, of which seven were focused on seniors.
35 GOAL 8: EXPAND WSPD “VIP” PROGRAM
GOAL 9: EXPAND WSPD “COFFEE WITH A COP”

PROGRAM TO INCLUDE SENIOR RESIDENCES
Status: Ongoing. Goal 7 of the updated plan is to hold four Coffee with a Cop events per year, with at least one being senior-focused (e.g. by being held in a senior apartment complex or marketed specifically to seniors).

During this planning period, the City has implemented multiple projects that provided direct support to West Sacramento residents seeking to escape homelessness. In December 2020, the City acquired the former 40-unit Rodeway Inn motel to implement an emergency homeless housing program as part of its response to the COVID-19 pandemic. The motel was acquired with funds from the State Homekey Program, a Yolo County ARPA subaward and local
Community Development Block Grant funds and Housing Trust Funds.

The Homekey Program not only provides emergency medium-term housing to the City’s most vulnerable populations, but also provides supportive services like case management, housing navigation and meal distribution to stabilize program participants, get them the assistance they need and prepare them to be placed into permanent housing. The City is currently in the process of acquiring a second 21- unit motel to expand the emergency homeless housing program.

GOAL 10: WORK TO ENHANCE SUPPORTIVE HOUSING

OPPORTUNITIES FOR THE HOMELESS
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The City anticipates closing escrow at the end of May 31, 2023 and participants moved in by June 30, 2023.

The motel acquisition and program operations will be made possible with local Measure E funds and an ARPA subaward from Yolo County.

The City has also been an active participant in Project RoomKey, which was the State’s initial homeless initiative to house homeless individuals at the onset of the COVID-19 pandemic. Program RoomKey is administered countywide by Yolo County Health and Human Services Agency who master leases motel rooms in cities and works with local homeless managers for referrals and placements. At the height of the pandemic, more than 100 rooms were being leased in West Sacramento alone. In West Sacramento, Project RoomKey will end on June 30, 2023 and remaining participants will be incorporated in the City’s expansion of the homeless housing assistance program.

Status: Complete. This item is not a specific goal for the updated plan, but the City’s supportive housing work will continue during the upcoming reporting period.
36 This item was impacted by the COVID epidemic and not implemented.

Status: Complete. This item is not being carried forward in the Plan because it is largely outside the City’s control; however, the WSPD will continue to cooperate with the Yolo County DA’s anti-fraud efforts.

GOAL 11: PARTNER WITH YOLO COUNTY DA TO BROADEN

ANTI-FRAUD AWARENESS FOR OLDER RESIDENTS
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With the assistance of a generous grant from AARP, in 2019 the City implemented a program to provide free smoke alarms to seniors and other families in the community, and created a professionally produced fire safety video targeting a senior audience. The smoke alarm give-away program was marketed heavily to seniors, but out of fairness concerns, smoke alarms were provided to any household that requested one. A total of 184 alarms were distributed overall, of which 77 were distributed to seniors.

Status: Complete.
37 GOAL 12: HELP ASSURE SENIORS HAVE SMOKE ALARMS
In December 2021, Mercy Housing completed an 85-unit permanent supportive housing development at 1801 West Capitol Avenue. The project was a collaboration between Mercy Housing, the City of West Sacramento, Yolo County, State Department of Housing and private healthcare foundations. The City provided gap financing assistance of $2.7 million in addition to selling a city-owned site for the project. The Mercy Housing PSH Project is the first supportive housing development in the City and an important element of the City’s homeless assistance initiatives.

In April 2023, Jamboree Housing closed escrow on their financing for a 60-unit affordable housing development on Tower Bridge Gateway known as West Gateway Place Phase II (WGP II). WGP II will also contain six family supportive housing units. The project was a collaboration between Jamboree Housing, the City of West Sacramento and the State Multifamily Housing Program and Housing Accelerator Program.

GOAL 13: PLAN FOR AND DEVELOP ADDITIONAL

AFFORDABLE HOUSING
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On March 1, 2023, the City Council approved Resolution 23-23 authorizing a budget allocation of $40,000 to fund a partnership with Rebuilding Together, a regional non-profit organization that provides free safety improvements to seniors who need help staying in their homes safely. For example, this program might provide grab bars, smoke alarms, and other safety-oriented modifications to help an older resident live safely and independently in their home. The City has also applied for a 2023 AARP Community Challenge grant to support this work. The program should be operational in the third quarter of 2023. If this effort is as successful in West Sacramento as it has been in other Sacramento area jurisdictions, staff will request additional funds to continue the program into the future.

Status: Complete.
38 The City provided more than $10 million in assistance to this project from the City’s Housing Trust Fund and local HOME Investment Partnership Program Income funds. WGP II is anticipated to be completed in the last quarter of 2024. The City continues to work with developers on implementation of the City’s Inclusionary Housing Ordinance to either incorporate affordable units within their projects or pay an in-lieu fee that will go into the City’s Housing Trust Fund for future affordable housing initiatives.

Status: Complete. This item is not being carried forward as an AgeFriendly Action Plan item, but the City’s efforts to facilitate affordable housing for all age levels will continue.

GOAL 14: PURSUE FUNDING FOR AGE-IN-PLACE HOME

IMPROVEMENT GRANTS
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The City made progress on some sub-components of this goal.

During the term of the initial Age-Friendly Action Plan, the City sponsored multiple events at City Hall where Meals on Wheels recruited prospective volunteers. The City provided the space at no cost, and also provided refreshments for these events. Additionally, the City cooperated extensively with Yolo County during the COVID crisis to facilitate public information and promote vaccinations. The City hosted a vaccination clinic in the City Hall Galleria for months, and invested heavily in marketing to hard-to-reach groups, including non- English speakers.

Status: Complete.

39 The City provided recreational and educational programs for seniors throughout this reporting period. Activities included:

Exercise (Tai Chi, chair exercise, dancing)
Games (Bingo, brain boosters, cards, dominoes)
Arts and Crafts (card making, scrapbooking, coloring, knitting, ceramics)
Classes (various subjects)
Informational Workshops
Events (e.g. Senior Resource Fair)
Field Trips (various locations)
The City’s Active Aging program currently has about 435 subscribers.

Status: Complete.

GOAL 15: CONTINUE TO PROVIDE RECREATIONAL AND

EDUCATIONAL PROGRAMS FOR OLDER RESIDENTS
GOAL 16: PROMOTE THE HEALTH AND WELL-BEING OF

OLDER RESIDENTS
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40 In retrospect, this goal was very ambitious, because the City has relatively few tools with which to impact health-related issues like diet, smoking and other behaviors, and the availability of health-related resources. Still, the City made some progress on this goal.

Specific sub-goals of this item included:

Expanding the availability of healthy food
Placing reasonable limits on smoking and related products to improve community health
Facilitating the provision of health-related information to West Sacramento seniors.

To help expand the availability of healthy food, the City provided financial support for a farmer’s market that operated in the Bridge District in 2022.The market struggled financially and ultimately closed.

The City also provided $10,000 per year in grants to support urban farming in West Sacramento. Several of the farms sell their products directly to the public, which helps make healthy food more accessible for West Sacramento residents. Additionally, the Center for Land Based Learning operates a mobile farmer’s market truck.

The City adopted an ordinance that banned the sale of certain vaping products in West Sacramento, and has cooperated with the Yolo County HHSA to conduct compliance checks, which has resulted in a substantial reduction in violations.

Status: Complete.

GOAL 17: DEVELOP STRATEGIES TO ELIMINATE HEALTH

DISPARITIES
Staff is currently working on a “Code Enforcement 101” series of social media posts to help the public, including seniors, better understand Code Enforcement.

Status: Complete.

GOAL 18: INCREASE AWARENESS AMONG OLDER ADULTS
OF THE CITY’S CODE ENFORCEMENT SERVICES
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41 The City participated in two substantial neighborhood cleanup efforts during the term of the original Age-Friendly Action Plan: Rock the Block, and the Port Trail Cleanup.

Rock the Block was a partnership between the City and Habitat for Humanity of Greater Sacramento. This event brought together over four hundred volunteers to complete dozens of critical home repairs, property beautification, and community projects over a single weekend. Major sponsors included the City of West Sacramento ($250,000) and Wells Fargo Bank ($75,000). Over the course of 1.5 days, over 3,000 volunteer hours were logged, leveraging approximately $141,0000 of investments into the Bryte and Broderick neighborhoods.

Organized by the Port of West Sacramento, in 2023 the Port Trail Cleanup brought together members from multiple recreational clubs that utilize the Port to conduct a trail cleanup effort. Over 40 volunteers from the Port’s recreational clubs (River City Rowing, Washington Outboard Club, Lake Washington Sailing Club) spent the morning gathering trash and debris along the trail adjacent to the Port. More than 20 bags of trash were collected and hauled away by the Parks Department.

Status: Complete.

GOAL 19: PARTNER WITH OUTSIDE AGENCIES TO

PERFORM NEIGHBORHOOD CLEANUPS
The City continued to promote mixed-use residential/commercial development along West Capitol and Sacramento Avenues, F Street, on properties in the Waterfront Zone (i.e. Washington, the Bridge District and Pioneer Bluff), on properties in the Stone Lock District, and in other appropriate commercial and mixed-use zones through a combination of:

GOAL 20: CONTINUE ENABLING MIXED-USE DEVELOPMENT

TO CREATE A MORE WALKABLE COMMUNITY
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The West Sacramento Community Investment Fund Strategy, which identifies the City’s objectives for funding infrastructure, obtaining grant funds, and implementation of other programs in mixed-use, multi-modal, infill areas along the riverfront.

Continued public investment in the West Capitol Avenue district, such as extending streetscape improvements west of Jefferson Boulevard and infrastructure improvements.

Incentives for projects that include a specified number of housing units affordable to very low- or low-income households.

Regulatory incentives for market-rate housing, such as flexible planned development standards.

Implementation of code enforcement for abatement of blighting conditions.

Updated and new mixed-use zoning regulations.

The City’s 2035 General Plan Policy Document, which includes policies related to the promotion of mixed-use districts and corridors in Goal LU-5.

Status: Complete.
42 APPENDIX A - PROGRESS UPDATE ON 2017 PLAN
758

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 18, 2025 ITEM # 19
SUBJECT:

WEST SACRAMENTO FOUNDATION COLLABORATION WITH CITY OF WEST

SACRAMENTO PROGRAMS SERVING CHILDREN AND YOUTH
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Justine Jimenez, Home Run Manager
City Manager’s Office
ATTACHMENT [ ] Yes [ X] No [ ] Information [ ] Direction [ ] Action

OBJECTIVE
Staff of West Sacramento Home Run, Parks and Recreation, and potentially other Departments are seeking approval to collaborate with West Sacramento Foundation, a California nonprofit public benefit corporation and 501(c)(3) organization, to provide support necessary to raise funds for the expansion and improvement of programs serving children, youth and their families in our city.

RECOMMENDED ACTION
Staff respectfully recommends City Council approve the collaboration with the West Sacramento Foundation, and direct staff to provide services necessary to expand the impact of programs serving children and youth in our city.

BACKGROUND
The West Sacramento Home Run Initiative (“Home Run”), based on a framework adopted by the Council in 2016, after the passage of Measure E, operates six programs serving children and youth from cradle to career.

Home Run also collaborates with the Washington Unified School District, the Los Rios Community College District, the City’s Parks and Recreation Department, and many other entities within the community. From its inception, Home Run was meant to begin operation with funding from Measure E and then expand and improve services in the future through grants and fundraising. With the improved success of Home Run over the past six years since the full program launch in 2019, the programs have hit targets established by the City Council in 2019, and staff have applied for and received grants or community partner funding to aid in the operation of three of the programs, but the scope and amount of what can be applied for has been limited. Home Run now at a point in its growth where more funding is needed to improve and expand programs beyond the grants that are available to government agencies.

Home Run staff were advised by the Finance Department that either forming a tax-exempt non-profit or collaborating with a tax-exempt non-profit would be the best way to seek this additional funding. Staff then reached out to local tax-exempt non-profits to find one willing to allow applications for funding, whereby the taxexempt non-profit would act as a pass-through for grants, but were unsuccessful in finding one. However, when staff approached the West Sacramento Foundation, the Executive Committee of West Sacramento Foundation informed staff they were in the first stages of dissolving the corporation. Instead of continuing with the dissolution of West Sacramento Foundation, the Executive Committee and Home Run staff contemplated a reorganization of the corporation wherein new board members with an interest in improving programs serving children and youth and working with the City could be appointed. This action was undertaken, and the new board was appointed on April 16, 2025, with new members and all but three members from the previous board stepping down. This new board is very interested in having West Sacramento Foundation collaborate with Home Run, West Sacramento Recreation and Community Centers of Parks and Recreation, and potentially other divisions of the City to expand and improve services to children and youth in our city. West Sacramento Foundation’s new board is also revising the bylaws of the corporation to allow for closer affiliation between the corporation and the City, as well as aligning the corporation’s mission and purpose to allow greater collaboration with Home Run and other divisions of the City. As West Sacramento Foundation has undertaken the described reorganization through the actions of its new board and is ready to work with Home Run to raise funds to benefit children and youth in West Sacramento, staff has prepared this request to the City Council to allow for such collaboration.

ANALYSIS
Due to the ongoing growth of Home Run, further funding must be sought if the mission statement “Making West Sacramento the best place to grow up, raise a family, and find talent” is to be realized. Collaboration with the West Sacramento Foundation could lead to potential funding from charitable and private foundations, community 759
West Sacramento Community Fund Collaboration with City Programs June 18th, 2025

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giving, and grants that only tax-exempt non-profit organizations such as West Sacramento Foundation are eligible for. Additionally, staff from Home Run is bringing this request to the City Council with the intent to use a small percentage of staff time to assist in administration of the collaboration with West Sacramento Foundation, which would be more than offset by the additional funding that could be raised from such collaboration. Analysis of past budget reports from West Sacramento Foundation shows at least $60,000 per year raised by West Sacramento Foundation through community partnerships and fundraisers like ‘The Big Day of Giving’, which require very little effort to maintain, and the funds that could be raised are anticipated to be far greater than that.

City Departments such as Parks and Recreation have also expressed an interest in collaboration with West Sacramento Foundation, and there is great potential for expansion and improvement of programs serving children and youth.

Environmental Considerations
This action is not a project that is subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines §§ 15060(c), 15378(a).)
Commission Recommendation
N/A
Strategic Plan Integration
This collaboration aligns with the Strategic Principle of ‘Engage & Learn’ by leveraging existing and new programming for children and youth through expanded support and funding. Further, it aligns with the strategic policy of Affordable Childcare/Home Run Integration by providing a better and more feasible way to raise funding and assist the Home Run’s Quality Early Learning and Care program to provide affordable, accessible preschool and childcare for our community.

Alternatives
As an alternative to the recommended action, the City Council could:
1) Decline to allow a collaboration between the City and the West Sacramento Community Fund or; 2) Direct staff to set an alternative plan of action.

If the City Council declines to allow the proposed collaboration with West Sacramento Foundation, the staff of Home Run and other Departments or Divisions of the City could still request West Sacramento Foundation to use its tax-exempt non-profit status for grant writing to benefit City programs, but such would be in the sole discretion of West Sacramento Foundation to approve. Further, if the City Council rejects the proposed closer collaboration between West Sacramento Foundation and the City, the communication with and oversight of actions of West Sacramento Foundation would not be as accessible to staff. Declining collaboration could also potentially be seen by West Sacramento Foundation’s new board as a lack of support from the City, despite earlier communications with staff. Selecting an alternative plan of action for staff to follow is a possibility and depending on the action would be considered and brought forward to the City Council at a later date.

Coordination and Review
This report was prepared by Home Run staff in coordination with and review by the Assistant City Manager, Director of Finance, and the City Attorney’s Office.

Budget/Cost Impact
There is no cost to the recommended action (other than allocated staff time), and the anticipated benefit is at least $60,000 annually to help fund programs for children and youth operated by the City.

ATTACHMENT
None
760

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 18, 2025 ITEM # 20
SUBJECT:

CONSIDERATION OF ADOPTION OF THE TOTAL TENTATIVE AGREEMENT ON

ECONOMIC TERMS FOR THE SUCCESSOR MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF WEST SACRAMENTO AND THE WEST SACRAMENTO FIREFIGHTER’S ASSOCIATON AND ADOPTION OF RESOLUTION 25-73 APPROVING AMENDMENTS TO THE BUDGET FOR FISCAL YEAR 2025/26
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Amanda Berlin, Assistant City Manager
Liane Lee, Human Resources Manager
Kaitlyn Montez, Sr. Human Resources Analyst
City Manager’s Office
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to seek City Council consideration of approval of a total tentative agreement on terms for a three-year successor Memorandum of Understanding (MOU) between the City of West Sacramento and the West Sacramento Firefighter’s Association (FFA) and adoption of Resolution 25-73 approving related budget adjustments.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Approve the total tentative agreement on terms for a successor Memorandum of Understanding between the City of West Sacramento and the West Sacramento Firefighter’s Association effective July 1, 2025 through June 30, 2028;

2. Adopt Resolution 25-73 approving amendments to the budget for Fiscal Year 2025/26 to fund the proposed salary and benefit changes; and

3. Approve the updated Benefits Summary for the FFA.

BACKGROUND
The current MOU between the City of West Sacramento (City) and FFA will expire on June 30, 2025.

Negotiations for a successor MOU commenced on April 28, 2025. A total tentative agreement was reached by the City and FFA on June 12, 2025. Represented members of FFA are scheduled to ratify the total tentative agreement on June 17, 2025.

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

ANALYSIS
The City and FFA agreed to a total tentative agreement (TTA) for a three-year successor MOU effective July 1, 2025 through June 30, 2028. The TTA is attached hereto as Attachment 1 and contains a number of noneconomic and economic terms. Key economic points of the TTA are summarized below. Staff will return at a future meeting with the full, successor MOU incorporating these and other non-economic provisions for City Council approval.

1. Effective the payroll period inclusive of July 1, 2025:
a. Implement 8-step salary schedule for employees hired after January 1, 2025 and upon promotion or reaching top step for employees hired prior to January 1, 2025. b. A general salary increase of six percent (6.0%).
c. An equity salary increase of three percent (3.0%).
d. Separate education incentive from certificate incentives; increase Bachelor’s incentive from 4.0% to 4.25% and max education incentive 4.25%; max certificate incentive 10.0%; total max of 14.5% for both education and incentives.
e. Add one and one-half percent (1.5%) for Confined Space Tech/Operations certificate to eligible incentives.
f. Add one and one-half percent (1.5%) for Trench Rescue certificate to eligible incentives. g. Add one percent (1.0%) for S231 Engine Boss certificate to eligible incentives. h. Increase incentive for Fire Investigator I certificate form one and one-half percent (1.5%) to two and one-half percent (2.5%).
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West Sacramento Firefighter’s Association Total Tentative Agreement June 18, 2025

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i. Increase incentive for Rescues Systems 1/Structural Collapse certificate form one-half percent (0.5%) to one percent (1.0%).
j. Increase incentive for Swift Water Rescue certificate form one percent (1.0%) to two percent (2.0%).
k. Increase incentive for Rope Rescue Technician certificate form one percent (1.0%) to one and one-half percent (1.5%).
l. Longevity incentives: one percent (1.0%) after completion of 10 years of service; additional two and one-half percent (2.5%) after completion of 15 years of service; additional four percent (4.0%) after completion of 20 years of service; max of seven and one-half (7.5%). m. For employees first hired on or before June 30, 2019 and Active at the time of Ratification and Approval of the MOU: Additional retiree health contribution of $100 per month per qualifying employee into a Medical Expense Reimbursement Plan established by the Association. n. Increase annual union leave bank contribution from 400 hours to 500 hours, the maximum amount of hours banked shall be 700 hours.
o. Career enhancement and wellness benefit of up to $1000 per fiscal year reimbursement toward qualifying purchases pursuant to the requirements and procedures outlined in City Administrative Policy II-E-1.
p. For term of contract only, additional one and one-half (1.5) hours per month of sick leave accrual for shift employees (converted for 40 hour per week employee).

2. Effective January 1, 2026, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum. a. Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,234 per month.
b. Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,018 per month.
c. Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,601 per month. d. In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
e. Share the Savings (Medical Opt Out):
i. Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental/vision up to the family rate depending on coverage selected.
ii. New employees hired on or after July 1, 2018, who opt out will receive four hundred and seventy-five dollars ($475) and City paid basic dental/vision at the employee only rate.

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

3. Effective July 1, 2026, a general salary increase of four percent (4.0%).

4. Effective January 1, 2027, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum. a. Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,296 per month.
b. Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,119 per month.
c. Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,731 per month. d. In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
e. Share the Savings (Medical Opt Out):
i. Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental/vision up to the family rate depending on coverage selected.
ii. New employees hired on or after July 1, 2018, who opt out will receive four hundred and seventy-five dollars ($475) and City paid basic dental/vision at the employee only rate.

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

5. Effective July 1, 2027:
a. A general salary increase of four percent (4.0%).
b. An equity salary increase of one-half percent (0.5%). 762
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6. Effective January 1, 2028, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum. a. Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,361 per month.
b. Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,225 per month.
c. Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,868 per month. d. In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
e. Share the Savings (Medical Opt Out):
i. Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental/vision up to the family rate depending on coverage selected.
ii. New employees hired on or after July 1, 2018, who opt out will receive four hundred and seventy-five dollars ($475) and City paid basic dental/vision at the employee only rate.

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

Environmental Considerations
Not applicable.

Commission Recommendation
Not applicable.

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

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

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

Budget/Cost Impact
The total ongoing annual cost of the three-year contract to the General Fund is estimated to be $3.7 million. The attached resolution proposes budget adjustments for FY 2025/26 to cover year 1 of the contract. For FY 2025/26, total cost is estimated at $2,614,558, with $76,716 funded by Measure K, $252,669 to be funded by the SAFER grant, and $2,285,174 to be funded by the General Fund. Due to current constraints, however, the General Fund lacks sufficient ongoing capacity for this annual cost and annual capacity was set aside within the Measure O fund, anticipating this cost. Budget capacity in the Measure O fund is currently constrained for FY 2025/26 due to one-time appropriations proposed. As a result, the use of General Fund one-time balance is proposed to cover the funding gap for FY 2025/26. Future year costs will be funded by a transfer from the Measure O fund or the General Fund, if capacity is available.

ATTACHMENTS

1. Total Tentative Agreement

2. Resolution 25-73

3. Benefits Summary - FFA
763
1 CITY OF WEST SACRAMENTO AND
LOCAL 522 / WEST SACRAMENTO FIREFIGHTER’S ASSOCIATION
CITY COMPREHENSIVE COUNTER-PROPOSAL OFFERED: June 12, 2025 MOU Language:

The City proposes new language below as follows:

3. LOCAL 522 RIGHTS

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

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

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

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

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

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

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 764
2 For other Local 522 business, a union time bank has been established. The bank will allow designated representatives to utilize time for the sole purpose of performing or conducting Local 522 activities, subject to the following conditions:

3.4.1 Employees may donate only vacation, CTO or holiday hours from their accrued leave balance to the bank. Such donation shall be voluntary, non-revocable and not returnable to the employee. An employee must complete a voluntary donation form to allow the deduction of hours. Effective the first full calendar quarter following final approval of this MOU, donations will only be allowed during the first two weeks of each calendar quarter (i.e. January, April, July and October.)

3.4.2 The maximum number of hours any member shall donate is twenty-four (24) hours per calendar year. Upon receipt of the voluntary donation form, Human Resources will immediately add those hours to the union time bank. The union time bank will be maintained by the Human Resources Division. Human Resources will provide a semiannual report on bank transactions to the West Sacramento Unit Representative, Local 522.

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

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

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

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

3.4.7 The City shall provide 500 hours annually for the President, Vice President or other Officers or Directors of the Union of temporary time off with pay, for the purpose of investigating grievances; disciplinary matters; employer/employee training; attending to Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 765
3 organization training sessions; seminars; business meetings; elected board meetings; conventions and/or conferences. Sufficient advance notice shall be provided to the Department so that release time may be arranged. Release time for all of the above meetings shall be subject to the scheduling needs of the department. The unused hours may roll over annually as of September 1; the maximum amount of hours banked shall be 700 hours.

3.4.8 For the term of this contract, the Union can purchase additional hours of temporary time off with pay for the President, Vice President, or other Officers or Directors of the Union should the union exhaust both the 500 hours provided by the City and all voluntary employee donated leave bank hours.

3.4.8.1 The Union will purchase a time bank at a flat dollar amount (ex. $10,000) and the City will invoice the Union for the dollar amount they choose to pre-purchase.

Payment will be due no later than thirty days following the date of invoice from the City.

3.4.8.1.1 The City will deduct from the Union-purchased bank the cost of the back filled overtime coverage at 1.75x (i.e., 1.5x for the overtime and 0.25x for the roll up costs and FLSA overtime costs) attributed to the additional working hours for the employee utilizing such temporary time off with pay.

3.4.8.1.2 Once the bank and Union-purchased bank has been exhausted the City will notify the Union, at which time the Union may purchase an additional time bank at a flat dollar amount.

3.4.8.1.3 Overtime accrued by employees covering back fill in this instance is excluded from being provided as CTO.

3.4.8.2The time off may be used for the purpose of investigating grievances; disciplinary matters; employer/employee training; attending union organizational training sessions, seminars, business meetings, elected board meetings, conventions, and conferences.

3.4.8.3Use of time off shall be approved through the department’s normal leave request process and shall not be unreasonably denied.

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

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 766
4 3.6. Meetings
Local 522 shall have the right to reasonable use of City facilities for meetings upon timely written or oral application stating the purpose of such use. Such use shall not interfere with the regular course of doing business.

6. SICK LEAVE

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

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

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

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

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

6.1.4.1. As used in this subsection, "family" means husband, wife, domestic partner, child, brother, sister, parents, grandparents or spouse's parents, brother in law, sister in law or grandparents. "Child" is defined as a biological, foster, or adopted child, a stepchild, a legal ward or a child of a person standing "in loco parentis" (refers to a person who has put themselves in the situation of a lawful parent by assuming the obligations incident to the parental relation without going through the formalities necessary to legal adoption.

6.1.4.2 Sick leave may be taken by an employee for the attendance upon a member of their immediate family because of illness, injury, or exposure to contagious disease and when attendance of such employee is definitely required, or for their family member’s medical or dental appointments.

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 767
5 6.1.5. Employee must care for a “designated person”. A “designated person” means a person identified by the employee at the time the employee requests paid sick days. An employee is limited to one (1) designated person per 12-month period for paid sick days.

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

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

6.3.1 Effective the payroll period inclusive of July 1, 2025 and during the term of this contract (through June 30, 2028) only, personnel assigned to the forty-eight (48)/ninety-six (96) schedule shall earn additional sick leave at the rate of one and one-half (1.5) hours per month.

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

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

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

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 768
6 8.3. Scheduling Vacations
No more than five (5) members of each shift may be on vacation, holiday, or CTO at a single time; however, during periods where sufficient staffing is available to provide adequate fire protection, the Fire Chief may authorize more than five (5) employees to be on vacation at the same time.

Priority of vacation selection shall be by department seniority, without regard to rank. While choosing Vacation/Holiday/CTO on a “tour” (48 hour shift) that includes a holiday, only 4 members will be allowed to select these days. Of these 4 members, no more than 3 can be of the same rank.

12. HEALTH INSURANCE

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

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

12.3. 12.3.1 Effective the payroll period inclusive of January 1, 2025, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental and vision at the employee only level at minimum.
 Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,175 per month.  Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $1,922 per month.  Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,477 per month.
 In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
 Share the Savings (Medical Opt Out)
Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 769
7 o Employees hired on or before June 30, 2019, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the family rate depending on coverage selected. o Employees hired into the Firefighter classification on or after July 1, 2019, or who return to employment with the City, who participate in Share the Savings will receive four hundred and seventy-five dollars ($475) plus City paid basic dental and basic vision at the Employee Only rate. Employees may purchase dental/vision coverage up to the family rate.

12.3.2 Effective the pay period inclusive of January 1, 2026, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum.
 Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,234 per month.  Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,018 per month.  Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,601 per month.
 In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
 Share the Savings (Medical Opt Out)
o Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the family rate depending on coverage selected.
o New employees hired on or after July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 770
8 of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the employee only rate. Employees can purchase up to the family rate with the opt out funds.

12.3.3 Effective the pay period inclusive of January 1, 2027, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum.
 Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,296 per month.  Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,119 per month.  Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,731 per month.
 In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
 Share the Savings (Medical Opt Out)
o Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the family rate depending on coverage selected.
o New employees hired on or after July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the employee only rate. Employees can purchase up to the family rate with the opt out funds.

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 771
9 12.3.4 Effective the pay period inclusive of January 1, 2028, the employer contribution toward a cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum.
 Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,361 per month.  Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,225 per month.  Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,868 per month.
 In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.
 Share the Savings (Medical Opt Out)
o Employees hired prior to July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the family rate depending on coverage selected.
o New employees hired on or after July 1, 2018, who choose not to participate in any of the City’s medical plans (“opt out”) and show proof of other group health care coverage, shall receive four hundred and seventy-five dollars ($475) per month plus City paid basic dental and basic vision up to the employee only rate. Employees can purchase up to the family rate with the opt out funds.

12.5. RETIREE HEALTH INSURANCE

12.5.1 Employees first hired on or before June 30, 2019 and Retired Prior to July 1, 2025 Pursuant to provisions of the CalPERS Health Insurance Program, the City shall pay up to $750 per month for employees retired on the CalPERS Retirement Program. Dental insurance coverage may continue upon retirement, at the retiree’s own expense. Vision Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 772
1 0
insurance is only available for eighteen months, per COBRA, and is at the retiree’s own expense.

12.5.2 Employees first hired on or before June 30, 2019 and Active at the time of Ratification and Approval of the MOU in July 2025
Pursuant to provisions of the CalPERS Health Insurance Program, the City shall pay up to $750 per month for employees retired on the CalPERS Retirement Program. Dental insurance coverage may continue upon retirement, at the retiree’s own expense. Vision insurance is only available for eighteen months, per COBRA, and is at the retiree’s own expense.

Effective the pay period inclusive of July 1, 2025, the Association shall establish a MERP (Medical Expense Reimbursement Plan) account for the benefit of qualified employees under this section. Beginning the payroll period subsequent to the Association notifying the City in writing that the MERP account set up is complete, the City shall deposit one hundred dollars ($100) per month per qualifying employee into the MERP. An additional monthly contribution to the MERP by employee payroll deduction can be established at the determination of the Association. Such deduction must apply to all employees. The Association may set or adjust an employee contribution amount annually by November 15, to be effective the first pay period in February of the following year. The City shall have no administrative responsibilities for the MERP account other than ensuring the appropriate contributions are made to the fund each payroll period.

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

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

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 773
1 1
Employees who terminate City service for reasons other than retirement or layoff prior to ten (10) years of continuous service with the City will forfeit any City contribution. • From zero (0) to five (5) years of service, employees shall receive twenty-five ($25) per month in to be deposited to the employee’s RHS account. • After completion of five (5) years of continuous service with the City, employees shall receive one hundred dollars ($100.00) per month to be deposited into their RHS account.
• After completion of ten (10) years of continuous service with the City, employees shall receive one hundred and fifty dollars ($150.00) per month to be deposited into their RHS account.

After completion of twenty (20) years of continuous service with the City, employees shall receive two hundred dollars ($200.00) per month to be deposited into their RHS account.

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

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

13. COMPENSATION

13.1. Salary

13.1.1. Salary Schedule
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1 2

13.1.1.1 For Employees Hired Prior to January 1, 2025
For employees hired as a regular employee prior to January 1, 2025, the salary range for each classification will consist of five (5) steps (A through E) with approximately 5% between each step.

When an employee hired prior to January 1, 2025, reaches the top step (E step) of the five step (5) salary range of their current classification, they will then be placed at the top step (H step) of the eight (8) step salary schedule.

13.1.1.2 For Employees Hired After January 1, 2025
Effective the pay period inclusive of July 1, 2025, the salary range for each classification of employees hired after January 1, 2025 will consist of eight (8) steps (A through H) with approximately 2.5% between each step. The top step H shall represent the same amount as the top step E in the five-step salary schedule, and then each step below will be 2.5% less than the step above. Employees hired after January 1, 2025 shall be placed in a new step that is closest to their current hourly rate without making less.

13.1.1.3 Once all employees hired prior to January 1, 2025, reach the top step of their current classification range, they will move to the top step of the eight (8) step salary schedule, and the five step (5) salary schedule will be eliminated.

Upon promotion, all employees will move to or remain on the eight (8) step salary schedule. Employees in the classifications of Firefighter and Fire Engineer who promote to the classification of Fire Captain will be placed at Step E. Employees in the classification of Firefighter who promote to the Fire Engineer classification will be placed at Step G.

13.1.2. Salary Adjustments
Effective the pay period inclusive of July 1, 2025, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of six percent (6.0%).

Effective the pay period inclusive of July 1, 2025, the classifications of Firefighter, Fire Engineer and Fire Captain shall each receive an equity adjustment of three percent (3%).

Effective the pay period inclusive of July 1, 2026, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of four percent (4.0%).

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 775
1 3
Effective the pay period inclusive of July 1, 2027, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of four percent (4.0%).

Effective the pay period inclusive of July 1, 2027, the classifications of Firefighter, Fire Engineer and Fire Captain shall each receive an equity adjustment of one-half percent (0.5%).

Equity adjustment shall precede general salary increases.

13.3. Incentive Pay
The incentives in sections 13.3.1 and 13.3.2. shall be cumulative and not compounded. Maximum education incentive is four and one-quarter percent (4.25%) of base hourly rate of pay per employee.

Maximum certificate incentive that may be obtained is ten percent (10%) of base hourly rate of pay per employee. Changes in sections 13.3, 13.3.1 and 13.3.2 shall be effective the payroll period inclusive of July 1, 2025.

13.3.1 Education
Upon verification, employees shall receive four and one-quarter percent (4.25%) of their base hourly rate of pay for a Bachelor’s degree OR two percent (2%) of their base hourly rate of pay for an Associate's degree.

Employees who possess both an Associate's Degree (AA/AS) and a Bachelor's Degree (BA/BS) will be compensated based on the highest degree achieved. Dual degree holders will not receive payment for both degrees simultaneously.

Maximum incentive under section 13.3.1. is four and one-quarter percent (4.25%).

Education Amount
BA/BS 4.25%
AA/AS 2%

13.3.2 Certificates
Upon verification and effective upon submittal, employees shall receive the identified percentages of their hourly base rate of pay for possession of the identified certificates in the table below. New certificates must be earned off duty.

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 776
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Maximum incentive under section 13.3.2. is ten percent (10%).

Certificate Amount
Fire Science/Fire Technology Certificate 2.0%
Fire Officer Certificate or Company Officer Coursework
Completed

2.0%
Fire Driver/Operator Certificate or Fire Apparatus
Driver/Operator Pump Coursework
2%
Fire Investigator I Certificate 2.5%
Fire Instructor I Certificate 1.0%
HazMat Technician Certificate 1.0%
HazMat Specialist Certificate 1.5%
Boat Operator Certificate 1.5%
Swift/River and Flood Water Rescue Certificate 2.0%
Rescues Systems 1/Structural Collapse 1.0%
Chainsaw Operations 1.0%
Paramedic License 2.5%
Rope Rescue Technician 1.5%
Confined Space Tech/Operations 1.5%
Trench Rescue 1.5%
S231 Engine Boss 1.0%

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

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

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 777
1 5
Hours worked in excess of one hundred eight-two (182) hours in the twenty-four (24) day work period will be paid at one and one-half (1-1/2) times the employee’s regular rate of pay.

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

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

13.4.2.1 CTO Cash Out
To cash out compensatory time off leave in the subsequent calendar year, each employee shall fill out an Irrevocable Election Form and submit it to Human Resources before the end of the calendar year. The City will provide employees with the Irrevocable Election Form in advance of the deadline.

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

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

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

Employees must submit an Irrevocable Election form on an annual basis.

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

13.4.3.1 CTO Usage:
 A maximum of 120 hours may be utilized in any single calendar year.  CTO must be requested using the vacation/holiday request form.

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 The employee must have sufficient CTO balance at the time of the request for the days/hours requested.
 CTO shall be utilized in either twelve (12) or twenty-four (24) hour increments.
 CTO is subordinate to both holiday and vacation leave.  No more than five (5) represented members will be allowed off due to holiday, vacation and/or CTO each shift.

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

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

13.11 Longevity

13.11.1 All represented Employees shall receive the following longevity increases:
 After a total of ten (10) years of service, an additional one percent (1%) of their base hourly rate of pay in the first full pay period after completion of ten (10) years is verified (i.e., beginning at the 11th year).
 After a total of fifteen (15) years of service, an additional two and one-half percent (2.5%) of their base hourly rate of pay in the first full pay period after completion of fifteen (15) years is verified (i.e., beginning at the 16th year).
 After a total of twenty (20) years of service, an additional four percent (4%) of their base hourly rate of pay after completion of twenty (20) years is verified (i.e., beginning of the 21st year).  The cumulative maximum longevity pay is seven and one-half percent (7.5%) after completion of the 20th year.

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

13.12 Career Enhancement & Wellness
The City will reimburse up to one thousand dollars ($1000) per fiscal year to all eligible employees (prorated for new hires) for eligible expenses related to Career Enhancement and/or Wellness Activities and Programs incurred within twelve (12) months from the date of the expenditure, pursuant to the requirements and procedures outlined in City Administrative Policy II-E-1.

Tentative Agreement Date: __________________
For the City: For WSFA:

Docusign Envelope ID: DEC1C949-0C24-4FA7-861D-47977F331105 Laura A. Izon John T. Coburn
780
Attachment 2
RESOLUTION 25-73

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO ADOPTING AMENDMENTS TO THE BUDGET FOR FISCAL YEAR 2025/26 TO FUND UPDATES TO THE FIREFIGHTER’S ASSOCIATION MOU
WHEREAS, the Firefighter’s Association (FFA) MOU had an original expiration date of June 30,2025; and
WHEREAS, Representatives from the FFA and the City began negotiating in good faith on April 28,2025; and
WHEREAS, a tentative agreement was reached with FFA on June 12, 2025 and is scheduled to be ratified by the FFA on June 17, 2025; and

WHEREAS, the proposed MOU updates require budget amendments to fund the revisions in FY 2025/26; and

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

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

1. The City Council hereby approves amendments to the FY 2025/26 budget as shown in Exhibit A.

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

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

PASSED AND ADOPTED by the City Council of the City of West Sacramento this 18th day of June 2025, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
781
EXHIBIT A TO RESOLUTION 25-73
Cost Center Object Code FY 2025/26
1019151 5111 $ 585,769
1019151 5114 $ 648,859
1019151 5118 $ 66,504
1019151 5121 $ 8,494
1019151 5122 $ 782,628
1019151 5130 $ 103,512
1019151 5132 $ 41,408
1019151 5135 $ 48,000
1089151 5111 $ 20,073
1089151 5114 $ 20,133
1089151 5118 $ 2,538
1089151 5121 $ 291
1089151 5122 $ 26,142
1089151 5130 $ 3,720
1089151 5132 $ 1,419
1089151 5135 $ 2,400
2569158 5111 $ 93,286
2569158 5114 $ 57,345
2569158 5118 $ 11,321
2569158 5121 $ 1,353
2569158 5122 $ 80,969
2569158 5130 $ 1,800
2569158 5132 $ 6,594
FUND FY 2025/26
101 $ 2,285,174
108 $ 76,716
256 $ 252,669
TOTAL $ 2,614,558
782
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Association
Term of Contract: 076/01/20254 – 06/30/20285
Bereavement Leave: 2 shifts.

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

Career Enhancement &
Wellness:

The City will reimburse up to one thousand dollars ($1000) per fiscal year to all eligible employees (pro-rated for new hires) for materials and fees for career enhancement & wellness activities.

Deferred
Compensation:

Voluntary.

Educational/Certificate
Incentive:

Upon verification, employees shall receive four and one-quarter percent (4.25%) of their base hourly rate of pay for a Bachelor’s degree OR two percent (2%) of their base hourly rate of pay for an Associate's degree. Maximum educational/certificate incentive that may be obtained is 10% per employee. New education and certificates must be earned off duty. Employees possessing both an AA/AS and BA/BS will be paid at the highest certificate amount.

Education: Amount:

BA/BS…………………………………………………………….4.25%
AA/AS…………………………………………………………………2%
Education/Certificate: Amount:

BA/BS ..................................................................... 4% Fire Science/Fire Technology ................................. 2% AA/AS ..................................................................... 2% Fire Officer or completion of coursework.............. 2% Fire Apparatus Driver/Operator ............................ 2% Fire Instructor I ..................................................... 1% Fire Investigator I ............................................. 12.5% Hazmat Technician................................................. 1% HazMat Specialist Certificate .............................. 1.5% Boat Operator Certificate ................................... 1.5% Swift/River and Flood Water Rescue Certificate . 12%
Rescues Systems 1/Structural Collapse ........... 10.5% Paramedic License…………………………………………….2.5%
Chainsaw Operations…………………………………………..1%
Rope Rescue Technician………………………………………1.5%
Confined Space Tech/Operations....................... 1.5% Trench Rescue..................................................... 1.5% S231 Engine Boss ................................................ 1.0% Fire Staff Premium
Assignment:

Fire Personnel who are routinely and consistently assigned to administrative work during normal hours of employment that may differ from the work schedule of other fire suppression personnel by the Fire Chief shall receive an additional five percent (5%) during the term of their assignment. 783
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
067/01/20254 – 06/30/20285

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

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

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

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

Longevity: Completion of 10th year of service = 1%;
Completion of 15th year of service = additional 2.5%;
Completion of 20th year of service = additional 4%
Total of 7.5%.

Employees may have prior years of qualifying service included in their City years of service to count toward their longevity tier if they previously worked as a full-time paid Firefighter/EMT or above.

Prior years of service must be verified by submitting employment documentation outlining previous dates of employment. Additional documentation may be requested if necessary.

Management Leave: None
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City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
067/01/20254 – 06/30/20285

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Medical & Dental After
Retirement:

For employees and retirees hired on or before 6/30/2019 and Retired Prior to July 1, 2025: City pays up to $750 per month towards the retiree’s medical insurance through CalPERS. Retiree pays own dental premiums after retirement.

Employees first hired on or before June 30, 2019 and Active at the time of Ratification and Approval of the MOU in July 2025
Pursuant to provisions of the CalPERS Health Insurance Program, the City shall pay up to $750 per month for employees retired on the CalPERS Retirement Program. Dental insurance coverage may continue upon retirement, at the retiree’s own expense. Vision insurance is only available for eighteen months, per COBRA, and is at the retiree’s own expense.

Effective the pay period inclusive of July 1, 2025, the Association shall establish a MERP (Medical Expense Reimbursement Plan) account for the benefit of qualified employees under this section.

Beginning the payroll period subsequent to the Association notifying the City in writing that the MERP account set up is complete, the City shall deposit one hundred dollars ($100) per month per qualifying employee into the MERP. An additional monthly contribution to the MERP by employee payroll deduction can be established at the determination of the Association. Such deduction must apply to all employees. The Association may set or adjust an employee contribution amount annually by November 15, to be effective the first pay period in February of the following year.

The City shall have no administrative responsibilities for the MERP account other than ensuring the appropriate contributions are made to the fund each payroll period.

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

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

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

Employees will fall under the medical retirement tier based on original date of hire as a regular employee.
785
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
067/01/20254 – 06/30/20285

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Medical, Dental &
Vision Insurance:

Health plans offered through CalPERS. Dental plan is Delta Dental. Vision plan is Vision Service Plan. The employee must purchase dental, vision and life (if applicable) at the employee only level at minimum.

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

Effective pay period inclusive of January 1, 2025, the employer contributed cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below.

At a minimum, the employee must purchase dental, vision and life insurance at the employee only level.
• Employee Only: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,175 per month.
• Employee Plus One: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $1,922 per month.
• Employee Plus Two or More: City will pay up to actual premium amount of medical, dental, and vision, not to exceed $2,477 per month.
• In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.

Effective the pay period inclusive of January 1, 2026:
• Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,234 per month. • Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,018 per month. • Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,601 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.

Effective the pay period inclusive of January 1, 2027:
• Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,296 per month. • Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,119 per month. • Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,731 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.

Effective the pay period inclusive of January 1, 2028:
786
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
067/01/20254 – 06/30/20285

Page 5 ends

• Employee only: City will pay up to actual premium amount of medical, dental, and vision for employee only, not to exceed $1,361 per month. • Employee plus one: City will pay up to actual premium amount of medical, dental, and vision for employee plus one, not to exceed $2,225 per month. • Employee plus two or more: City will pay up to actual premium amount of medical, dental, and vision for employee plus two or more, not to exceed $2,868 per month. • In no event shall the City contribution exceed 100% of the selected plan premium cost including dental and vision.

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

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

Employees hired into the Firefighter classification on or after 7/1/19: Employees who choose to opt-out of any of the City’s medical plans (opt out) and show proof of health care coverage shall receive four hundred and seventy five dollars ($475) plus City paid basic dental/vision up to the employee only coverage. Employees can purchase up to the Employee Plus Two or More rate with the opt out funds.

Effective pay period inclusive of January 1, 2025, the employer contributed cafeteria plan amounts for employees to apply toward health benefits (medical, dental and vision) shall be as listed below.

Medicare Tax: 1.45%
787
City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
067/01/20254 – 06/30/20285

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

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

1.5%).

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

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

Out of County Return For the term of this MOU only a program will be available to employees who participate in a strike team or other out of county assignment for a minimum of ten (10) days, and upon return to the City during their regularly schedule shift, shall be placed on City-paid rest and recovery up to a maximum of twelve (12) hours and shall not be required to utilize their accrued paid leave for the rest and recovery time. Employees may participate in the program once annually Overtime: Paid 1-1/2 overtime rate for emergency call back or station staffing. Overtime to be taken in cash or CTO. CTO not to accrue in excess of 120 hours.

Retirement: For employees hired on or after January 1, 2013, who have never been a CalPERS member, have not been a CalPERS member in the past 180 days, and who are not eligible for reciprocity with another California public retirement system as defined by the Public Employees’ Pension Reform Act (PEPRA), the retirement formula shall be 2.7%@57. Employees shall have a member contribution rate of fifty percent (50%) of the total normal cost rate on a pre-tax basis. The current mandated and optional benefits of this retirement tier are located in Appendix B of the Memorandum of Understanding.

For employees hired on or after December 15, 2012, and before January 1, 2013 or Classic members as defined by CalPERS, the second-tier retirement formula shall be 3%@55. Employees shall pay the entire 9% of their employee CalPERS contribution on a pre-tax basis. The current mandated and optional benefits of this retirement tier are located in Appendix B of the Memorandum of Understanding.

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

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

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

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

Safety Equipment: Department issued.
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City of West Sacramento
Benefits Summary
West Sacramento Firefighter's Assn.
067/01/20254 – 06/30/20285

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Salary Increases: • Effective pay period inclusive of Junely 1, 20254, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of tensix percent (6(10.0%).
• Effective the pay period inclusive of July 1, 2025, the classifications of Firefighter, Fire Engineer and Fire Captain shall each receive an equity adjustment of three percent (3%). • Effective the pay period inclusive of July 1, 2026, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of four percent (4.0%). • Effective the pay period inclusive of July 1, 2027, the classifications of Firefighter, Fire Engineer and Fire Captain shall receive a general salary increase of four percent (4.0%). • Effective the pay period inclusive of July 1, 2027, the classifications of Firefighter, Fire Engineer and Fire Captain shall each receive an equity adjustment of one-half percent (0.5%).

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

Effective the payroll period inclusive of July 1, 2025 and during the term of this contract (through June 30, 2028) only, personnel assigned to the forty-eight (48)/ninety-six (96) schedule shall earn additional sick leave at the rate of one and one-half (1.5) hours per month.

Stand By Pay: $2.00 per hour.

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

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

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

Employees may have prior years of qualifying service included in their City years of service to count toward their accrual tier if they previously worked as a full time paid Firefighter/EMT or above.

Prior years of service must be verified by submitting employment documentation outlining previous dates of employment. Additional documentation may be requested if necessary.

Employees in this group should refer to the City Personnel Rules for further information on Employer/Employee relations, personnel practices, and terms and conditions of employment.
789

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 18, 2025 ITEM # 21
SUBJECT:

PUBLIC HEARING REGARDING AN APPEAL TO PROPOSED TENTATIVE PARCEL MAP NO. 5247 AT 3071 DAVIS ROAD
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:

Elijah Ortega, AICP Associate Planner
Community Development Department
[ ] Commission [ ] Staff
[ X ] Other
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
The purpose of this item is to facilitate the City Council’s continuation of the appeal of Tentative Parcel Map (TPM) No. 5247.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Open the public hearing; and

2. Continue the public hearing on the applicant’s appeal of Planning Commission approval of TPM No. 5247 to a date uncertain, but no less than 30 days after a request to set a hearing date is received.

BACKGROUND
On May 12, 2025, the City Clerk received a filing of an appeal (see Attachment 1) of the Planning Commission’s approval of TPM No. 5247 from the project applicant. Specifically, the applicant’s appeal requests the City Council remove Conditions of Approval #7 and #15 related to frontage improvements and utility undergrounding.

On June 4, 2025, the Planning Division received a request to postpone the appeal hearing from the applicant, to allow time for staff and the applicant’s team to meet and discuss the basis of the appeal and possible alternatives.

ANALYSIS
N/A
Environmental Considerations
N/A
Strategic Plan Integration
N/A
Alternatives
The City Council’s primary alternatives to the recommended action are summarized below.

1. Continue the public hearing on the appeal of TPM No. 5247 to a date certain.

Staff is prepared to effectuate the alternative at the Council’s direction.

Coordination and Review
The TPM was reviewed by the Community Development Department, Public Works Department and Fire Departments.

ATTACHMENT

1. Applicant’s Request for Continuance of Public Hearing (dated 06/04/2025) 790
From: Ouse, Andrea
To: Ouse, Andrea
Subject: FW: Please hold waiver request
Date: Thursday, June 12, 2025 9:32:00 AM
-----Original Message-----
From: Johnny Zapara <[email protected]>
Sent: Wednesday, June 4, 2025 6:09 PM
To: Cusmir, Jennifer <[email protected]> Subject: Please hold waiver request
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Jennifer,
Please hold my ‘request of waiver’ of the Planning Dept’s ‘condition of approval’ for 3071 Davis Rd lot splits. I am re-visiting the project with the city. You can take me off the agenda for June 18. Please confirm.

Thanks,
Johnny Zapara
Sent from my iPhone
791

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 18, 2025 ITEM # 22
SUBJECT:

PUBLIC HEARING TO CONSIDER RESOLUTION 25-67 ADOPTING THE 2025-2026

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 [ ] Direction [ X] Action

OBJECTIVE
The objective of this report is to provide the Council with information necessary to conduct a public hearing to receive comments and adopt the 2025-2026 Annual Action Plan for the use of federal Community Development Block Grant (CDBG) funding.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council conduct a public hearing and, upon closing the hearing, approve Resolution 25-67 (Attachment 1) adopting the 2025-2026 Annual Action Plan (Attachment 2) for the use of federal CDBG funding.

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 3. 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.

At the May 21, 2025 Council meeting, Staff conducted a workshop to present and discuss the proposed activities for the 2025 Annual Action Plan. Following the presentation, Council expressed support for staff’s proposed recommendations.

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). 792
CDBG Annual Action Plan
June 18, 2025

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West Sacramento City CouncilJune 18, 2025

West Sacramento City Council
June 18, 2025