Not applicable
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 ensuring Community Facilities Districts are prudently utilized for the purposes of providing public facilities and services.
Alternatives
As this is an informational report, there are no alternatives.
Coordination and Review
Not applicable
Budget/Cost Impact
The Community Facilities Districts revenues and expenditures presented in this report have been included as part of the Capital Improvement Program. Since bond proceeds must be expended within three years of issuance, the budget shows that these funds will be spent in compliance with the required time frame.
ATTACHMENT
1. CFD Annual Report
647
Attachment 1
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COMMUNITY FACILITIES DISTRICTS
ANNUAL REPORT
FISCAL YEAR ENDING JUNE 30, 2025
648
Attachment 1
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Senate Bill 165, filed with the Secretary of State on September 19, 2000, enacted the Local Agency Special Tax and Bond Accountability Act (the “Act”). The Act requires that any local special tax or local bond measure subject to voter approval contain a statement indicating the specific purposes of the special tax, require that the proceeds of the special tax be applied to those purposes, require the creation of an account into which the proceeds shall be deposited and require an annual report containing specified information concerning the use of the proceeds.
The Act only applies to any local special tax measure or local bond measure adopted on or after January 1, 2001 in accordance with Section 50075.1 or Section 53410 of the California Government Code.
Some of the requirements of the Act are handled at the formation of the special tax district and others are handled through annual reports. This section of this report intends to comply with Section 50075.3 or Section 53411 of the California Government Code that states: “The chief fiscal officer of the issuing local agency shall file a report with its governing body no later than January 1, 2002, and at least once a year thereafter.
The annual report shall contain the following information for each of the community facilities districts:
1. The amount of fund collected and expended.
2. The status of any project required or authorized to be funded.
In addition, this report incorporates by reference the following documents:
1. Annual District Administration Reports (available for viewing on the Finance Department’s page of the City’s website under financial documents).
CFD 8 Southport Industrial Park
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1,2][3]
Fiscal Agent
Reserve
6/30/2025[2][3] Project Status
12/6/2022 $ 18,485,000.00 $ 17,631,557.59 $ 2,449.51 $ 850,992.90 Ongoing 2/5/2014 $ 34,800,000.00 $ 34,800,000.00 $ 4,640,312.37 $ 2,034,894.04 Complete 3/21/2001 $ 15,500,000.00 $ 15,500,000.00 $ - $ - Complete 1/20/1999 $ 32,000,000.00 $ 32,000,000.00 $ - $ - Complete [1] Fund 713 debt service CFD 8.
[2] Fund 723 debt service CFDs 8 & 9.
[3] Fund 748 debt service refunding CFD 8 & 9.
Note: Bond series 1998 (issued in 1999) & 2001 refundings were combined for CFDs 8 & 9. 649
Attachment 1
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CFD 9 Staple Project
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
2/5/2014 $ 170,000.00 $ 170,000.00 $ 33,722.09 $ - Complete 1/20/1999 $ 225,000.00 $ 225,000.00 $ - $ - Complete
[1] Fund 716 debt service CFD 9.
Note: Bond series 1998 (issued in 1999) refunding was combined for CFDs 8 & 9.
CFD 10 Bridgeway Island
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025[2] Project Status
5/23/2006 $ 24,330,379.00 $ 24,330,379.00 $ 2,195,002.63 $ 2,649,872.21 Complete [1] Fund 736 debt service CFD 10.
[2] Fund 735 debt service CFDs 10, 11, 15, 16, 18 & 19.
Note: Multiple bond series refundings were combined for CFDs 10, 11, 15, 16, 18 & 19 and completed in 2006.
CFD 11 Gateway
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
5/23/2006 $ 4,427,762.00 $ 4,427,762.00 $ 434,887.49 $ - Complete [1] Fund 737 debt service CFD 11.
Note: Multiple bond series refundings were combined for CFDs 10, 11, 15, 16, 18 & 19 and completed in 2006.
CFD 12 Raley's Field
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
6/1/2013 $ 5,391,217.00 $ 5,391,217.00 $ 986,669.05 $ - Complete [1] Fund 719 debt service CFD 12.
CFD 14 Newport Estates
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1,2]
Fiscal Agent
Reserve
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025[2] Project Status
6/26/2014 $ 6,820,000.00 $ 6,820,000.00 $ 659,776.42 $ 705,348.17 $ - Complete 7/17/2012 $ 3,855,000.00 $ 3,855,000.00 $ 47,731.49 $ - $ 576,946.91 Complete 3/24/2004 $ 4,800,000.00 $ 4,800,000.00 $ - $ - $ - Complete 8/1/2001 $ 3,860,000.00 $ 3,860,000.00 $ - $ - $ - Complete [1] Fund 722 debt service CFD 14.
[2] Fund 743 debt service CFDs 14 & 17.
Note: Bond series 2004 refunding was completed in 2014.
Note: Bond series 2001 refundings were combined for CFDs 14 & 17 and completed in 2012. 650
Attachment 1
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CFD 15 Pheasant Hollow
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
5/23/2006 $ 1,960,220.00 $ 1,960,220.00 $ 179,469.09 $ - Complete 12/4/2002 $ 1,905,000.00 $ 1,905,000.00 $ - $ - Complete [1] Fund 724 debt service CFD 15.
Note: Multiple bond series refundings were combined for CFDs 10, 11, 15, 16, 18 & 19 and completed in 2006.
CFD 16 Bridgeway Lakes
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025[1] Project Status
5/23/2006 $ 14,263,376.00 $ 14,263,376.00 $ 710,256.74 $ 49,976.93 Complete 11/25/2003 $ 13,585,000.00 $ 13,585,000.00 $ - $ - Complete [1] Fund 725 debt service CFD 16.
Note: Multiple bond series refundings were combined for CFDs 10, 11, 15, 16, 18 & 19 and completed in 2006.
CFD 17 Parella
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025[2] Project Status
2/17/2016 $ 2,190,000.00 $ 2,190,000.00 $ 453,500.19 $ 964,380.59 Complete 7/17/2012 $ 2,730,000.00 $ 2,730,000.00 $ - $ - Complete 8/30/2006 $ 2,725,000.00 $ 2,725,000.00 $ - $ - Complete 12/3/2003 $ 2,850,000.00 $ 2,850,000.00 $ - $ - Complete [1] Fund 727 debt service CFD 17.
[2] Fund 745 debt service CFDs 17, 21, 23 & 24..
Note: Multiple bond series refundings were combined for CFDs 17, 21, 23 & 24 and completed in 2016.
Note: Bond series 2003 refunding was combined for CFDs 14 & 17 and completed in 2012.
CFD 18 Gateway Unit 4
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
5/23/2006 $ 828,722.00 $ 828,722.00 $ 93,735.63 $ - Complete 3/24/2004 $ 800,000.00 $ 800,000.00 $ - $ - Complete
[1] Fund 728 debt service CFD 18.
Note: Multiple bond series refundings were combined for CFDs 10, 11, 15, 16, 18 & 19 and completed in 2006. 651
Attachment 1
4 | P a g e
CFD 19 River Ranch
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
5/23/2006 $ 2,780,803.00 $ 2,780,803.00 $ 258,220.20 $ - Complete 8/10/2004 $ 2,640,000.00 $ 2,640,000.00 $ - $ - Complete [1] Fund 729 debt service CFD 19.
Note: Multiple bond series refundings were combined for CFDs 10, 11, 15, 16, 18 & 19 and completed in 2006.
CFD 20 Bridgeway Lakes II
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025[1] Project Status
2/27/2013 $ 10,360,000.00 $ 10,360,000.00 $ 836,654.20 $ 847,598.25 Complete 5/31/2005 $ 11,000,000.00 $ 11,000,000.00 $ - $ - Complete [1] Fund 731 debt service CFD 20.
Note: Bond series 2005 refunding was completed in 2013.
CFD 21 Parlin Ranch
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
2/17/2016 $ 2,800,000.00 $ 2,800,000.00 $ 266,178.25 $ - Complete 10/4/2006 $ 3,445,000.00 $ 3,445,000.00 $ - $ - Complete [1] Fund 732 debt service CFD 21.
Note: Bond series 2006 refunding was completed in 2016.
CFD 23 Triangle Area
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
2/17/2016 $ 6,180,000.00 $ 6,180,000.00 $ 518,370.91 $ - Complete 7/19/2007 $ 6,936,118.25 $ 6,936,118.25 $ - $ - Complete [1] Fund 734 debt service CFD 23.
Note: Bond series 2007 refunding was completed in 2016.
CFD 24 Bridgeway Lakes North
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
2/17/2016 $ 1,155,000.00 $ 1,155,000.00 $ 172,725.49 $ - Complete 2/28/2008 $ 1,312,424.70 $ 1,312,424.70 $ - $ - Complete [1] Fund 739 debt service CFD 24.
Note: Bond series 2008 refunding was completed in 2016. 652
Attachment 1
5 | P a g e
CFD 26 Yarbrough
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1]
Fiscal Agent
Reserve
6/30/2025 Project Status
12/9/2008 $ 4,000,000.00 $ 4,000,000.00 $ 52,913.48 $ - Complete [1] Fund 741 debt service CFD 26.
Note: Bond series paid off on 9/1/2018.
CFD 27 Bridge District
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1,2]
Cash Balance
6/30/2025[3]
Fiscal Agent
Construction
6/30/2025[3]
Fiscal Agent
Reserve
6/30/2025[1,2] Project Status
9/6/2017 $ 14,190,000.00 $ 14,188,791.63 $ 224.07 $ 580.55 $ 627.82 $ 762,041.15 Ongoing 4/19/2016 $ 16,075,000.00 $ 16,075,000.00 $ 2,060,123.06 $ - $ - $ 1,288,445.06 Ongoing 8/9/2010 $ 12,535,441.80 $ 12,535,441.80 $ - $ - $ - $ - Complete [1] Fund 742 debt service CFD 27.
[2] Fund 746 debt service CFD 27.
[3] Fund 792 construction CFD 27.
Note 1: Bond series 2010 refunding was completed in 2016.
Note 2: Negative cash balance due to pending draw from construction bonds.
CFD 29 Port Towne
Date of Bond
Issuance
Amount of Bond
Proceeds for
Improvements
Expended
Amount
Cash Balance
6/30/2025[1,2]
Fiscal Agent
Reserve
6/30/2025[1,2] Project Status
8/27/2019 $ 3,645,000.00 $ 3,645,000.00 $ 171,196.74 $ 283,838.06 Complete [1] Fund 747 debt service CFD 29.
[2] Fund 790 construction CFD 29.
Note: Bond series issued in FY 2019/20 and assessed on FY 19/20 tax roll. 653
CITY COUNCIL AGENDA REPORT
MEETING DATE: January 21, 2026 ITEM # 17
SUBJECT:
CONSIDERATION AND ADOPTION OF RESOLUTION 26-10 APPROVING THE
FINANCING OF CERTAIN EQUIPMENT AND VEHICLES FUNDED BY MEASURE O AND OTHER FUNDS AND DECLARING THE CITY’S INTENT TO REIMBURSE ITSELF FROM
THE PROCEEDS OF DEBT FOR CERTAIN EXPENDITURES
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Rebecca Robertson, Finance Manager
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action
OBJECTIVE
This report requests approval of City Council Resolution 26-10, which authorizes the lease-purchase financing through a loan from JP Morgan Chase Bank and declares the City’s intent to reimburse itself for certain expenditures made or to be made prior to issuance of the debt in compliance with Internal Revenue Service guidelines for tax-exempt debt.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1. Authorize the Finance Director or designee to accept a proposed equipment lease, and to enter into a leasepurchase agreement with JP Morgan Chase Bank to finance the purchase of vehicles and equipment funded by Measure O and other funds in the amount of $1,500,000; and
2. Adopt Resolution 26-10 approving the financing of the equipment and vehicles and declaring the City’s intent to reimburse itself from the proceeds of debt for certain expenditures.
BACKGROUND
On March 19, 2025, the City Council approved a five-year plan for Measure O funding which included annual appropriations of $175,000 for the financing or purchase of parks-related equipment. An additional request of $175,000 for fire, parks and public works related vehicles and equipment is included in the mid-year budget on the January 21, 2026 City Council meeting. Funding for these additional vehicles and equipment is requested to be funded by the General Fund (Fund 101), General Support Services Fund (Fund 104), One-Time General Fund (Fund 107), Road Fund (Fund 201), General Equipment Fund (Fund 207), Storm Water Maintenance Fund (Fund 215), Sewer Fund (Fund 501) and Water Fund (Fund 506).
Approval of the lease-purchase financing is conditioned upon the Council’s approval of the financing. Staff has obtained a letter of intent from JP Morgan Chase Bank to finance the purchase in the amount of $1,500,000 over a 6-year period at an estimated interest rate of 3.75-4.5%. This financing will spread the costs of the equipment and vehicle purchases over several years and minimize the budget impact in the current fiscal year. Lease payments will be approximately $285,000 annually. The term of the loan will more closely align with the expected life cycle of the equipment.
Resolution 26-10 is necessary to allow reimbursements of City costs prior to the execution of lease purchase documents with JP Morgan Chase Bank. To finance that payment (and any other expenditures made before the financing agreement is executed) on a tax-exempt basis, federal income tax regulations require that the City declare its official intent to reimburse those expenditures from the proceeds of the debt. The City may only reimburse expenditures made not more than 60 days prior to the declaration of intent made in Resolution 26-10.
ANALYSIS
The City has an existing banking relationship with JP Morgan Chase Bank and this will be the third leasepurchase financing the City has entered into with them. The business terms provided by JP Morgan Chase Bank include a 3.75-4.5% interest rate and a 6-year term. Payments will be made annually. At the end of the lease term the City will take ownership of the financed equipment.
Resolution 26-10 is required to meet Internal Revenue Service requirements for tax-exempt financings. For example, this “Intent to Reimburse” resolution would allow staff to pay invoices prior to the lease financing becoming available. The City Council has approved similar resolutions with the previous equipment leases. 654
JP Morgan Chase Bank Vehicle and Equipment Financing
January 21, 2026
Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
The City has a Strategic Plan goal to achieve a Financially Sound City Government. Managing existing debt to achieve savings is a critical tool available to the Administrative Services Department to achieve that goal.
Financing the fire apparatus over multiple years will allow flexibility in budgeting rather than incurring the capital costs in one fiscal year.
Alternatives
As an alternative to the recommended action, the Council could: 1) reject the award of contract under purchasing alliances with other governmental jurisdictions under the City’s adopted Administrative Policy and instead recommend that staff issue its own Request for Proposals obtain multiple quotes from various lenders and return for approval of financing once competitive bids have been received; or 2) not approve staff’s recommendation to lease-finance the purchase of the vehicle, though this authorization was provided by Council with adoption of the budget, so neither of the alternatives are recommended.
Coordination and Review
N/A
Budget/Cost Impact
The total cost for the vehicle and equipment to be financed is $1,500,000. Financing the capital investment is proposed to be funded through a lease-purchase agreement with JP Morgan Chase Bank over a 6-year period and will involve debt service payments of approximately $285,000 annually. The JP Morgan Chase Bank loan will be secured at the current day’s favorable rates for municipal debt at an approximate interest rate of 3.75-
4.5%.
Budget appropriation of $175,000 for the Measure O funded parks equipment was approved by the City Council on March 19, 2025 as part of the five-year plan for Measure O. The funding of $175,000 for the additional fire, parks and public works related vehicles and equipment is requested in the mid-year budget on the January 21, 2026 City Council meeting.
ATTACHMENT
1. Resolution 26-10
655
Attachment 1
RESOLUTION 26-10
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO
APPROVING THE FINANCING OF CERTAIN VEHICLES AND EQUIPMENT FUNDED BY
MEASURE O AND OTHER FUNDS
WHEREAS, on March 19, 2025, the City Council approved a five-year plan for Measure O funding which included annual appropriations of $175,000 for the purchase or financing of parks related equipment; and
WHEREAS, on January 21, 2026 an additional request of $175,000 for the financing of certain fire, parks and public works related vehicles and equipment is included in the mid-year budget;
WHEREAS, the City anticipates that it will issue debt obligations in the form of a lease agreement, the payments under which would contain a separately stated interest component for the purpose of financing the Project costs on a long-term basis; and WHEREAS, the City’s obligations under the lease agreement will be considered debt for federal income tax purposes; and
WHEREAS, the estimated annual principal amount of such debt expected to be issued to finance the Project costs is $285,000 over a 6-year term; and WHEREAS, the City expects to pay on and after the date hereof certain Project costs (“the Expenditures”); and
WHEREAS, in order to obtain favorable treatment of expenditures of proceeds of the debt obligations used to reimburse the Expenditures, Treasury Regulations section 1.150-2 requires the City to declare its official intent to reimburse the Expenditures with proceeds of debt.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento that:
1. Findings. The City Council hereby finds and determines that the foregoing recitals are true and correct.
2. Approval of Financing. The Finance Director is authorized to execute a lease agreement with JP Morgan Chase Bank in the amount of $1,500,000 for a term not to exceed 6 years and an interest rate not to exceed 4.5%.
3. Official Intent. The City hereby states that it reasonably expects to reimburse the Expenditures with proceeds of debt to be incurred by the City. The foregoing statement is a declaration of official intent that is made under and only for the purpose of establishing compliance with the requirements of Treasury Regulations section 1.150-2. This resolution does not bind the City to make any expenditure of Project costs or to incur any debt for the Project.
4. Capital Expenditures. Each Expenditure will be: (a) of a type properly chargeable to capital account under general federal income tax principles (determined in each case as of the date of the Expenditure), and (b) complies with all applicable Treasury regulations.
5. Reimbursement Allocations. The City will make a reimbursement allocation, which is a written allocation by the City that evidences the City’s use of proceeds of debt to reimburse an Expenditure, no later than 18 months after the later of the date on which the Expenditure is paid or the Project is placed in service or abandoned, but in no event more than three years after the date on which the Expenditure is paid. 656
Resolution 26-10
6. Effective Date. This resolution shall take effect immediately upon its passage.
APPROVED, PASSED, AND ADOPTED this 21st day of January 2026, by the City Council of the City of West Sacramento by the following vote:
AYES:
NOES:
ABSENT:
___________________________________
Martha Guerrero, Mayor
ATTEST:
________________________________
Jennifer Cusmir, City Clerk
657
CITY COUNCIL AGENDA REPORT
MEETING DATE: January 21, 2026 ITEM # 18
SUBJECT:
CONSIDERATION AND APPROVAL OF RESOLUTION 26-2 ACKNOWLEDGING THE CITY OF WEST SACRAMENTO FIRE DEPARTMENT’S COMPLIANCE WITH SECTIONS 13146.2 AND 13146.3 OF THE CALIFORNIA HEALTH AND SAFETY CODE INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ X ] Staff
[ ] Other
Bryan Jonson, Fire Marshal
Fire Department
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action
OBJECTIVE
Per California Health and Safety Code Section 13146.4, this item requires the Fire Department to report the status of state mandated inspections to its administering authority.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council consider and adopt Resolution 26-2 acknowledging the Fire Department’s efforts to comply with Sections 13146.2 and 13146.3 of the California Health and Safety Code.
BACKGROUND
In September of 2018, Senate Bill 1205 was approved by the Governor and added Section 13146.4 to the California Health and Safety Code (HSC). The new addition to the HSC requires that every fire department/district conduct mandated inspections of certain structures, including schools, hotels, motels, lodging houses and apartment houses for compliance with building standards, per HSC Sections 13146.2 and 13146.3 and shall report to its administering authority on its compliance with HSC Sections 13146.2 and 13146.3.
ANALYSIS
Per the requirement of HSC 13146.4, this item and its accompanying attachments serve to meet its intended purpose. The attached Resolution 26-2 summarizes the Fire Department’s efforts to comply with HSC Sections 13146.2 and 13146.3, which detail that the Fire Department conducted 22 of 23 E (Educational) occupancy and 149 of 149 R-1/2 (Residential) occupancy inspections for the 2024/2025 fiscal year. Attachment 2 includes a list of all E and R-1/2 occupancies as well as inspection dates for those facilities.
To address the single discrepancy of the one school that was not inspected within the 12-month period, the Washington Unified School District was actively conducting construction on the school during the time preventing our standard annual inspection. Once the construction was completed, the inspection was conducted. At this time, all inspections are up to date.
Environmental Considerations
This item is not a project that is subject to CEQA, because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines § 15060(c), § 15378(a).)
Commission Recommendation
Not Applicable
Strategic Plan Integration
Not Applicable
Alternatives
Not Applicable
Coordination and Review
This report was coordinated and reviewed by the Fire Department.
Budget/Cost Impact
There is no net budget impact associated with this item. The cost of conducting the required annual fire inspections is fully recovered through inspection fees charged for this purpose. These fees are 658
Consideration of Resolution 26-2
January 21, 2026
calculated to recover only the City’s actual cost of providing the inspections, in compliance with applicable provisions of the California Government Code.
ATTACHMENTS
1. Resolution 26-2
2. Occupancy list and inspection dates
659
RESOLUTION 26-2
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF WEST SACRAMENTO ACKNOWLEDGING THE CITY OF WEST SACRAMENTO FIRE DEPARTMENT’S COMPLIANCE WITH SECTIONS 13146.2 AND 13146.3 OF THE CALIFORNIA HEALTH AND SAFETY CODE
WHEREAS, California Health and Safety Code Section 13146.4 requires all fire departments that provide fire protection services to report annually to its administering authority on its compliance with Sections 13146.2 and 13146.3; and WHEREAS, California Health and Safety Code Sections 13146.2 and 13146.3 require all fire departments that provide fire protection services to perform annual inspections in every building used as a public or private school, hotel, motel, lodging house, and apartment house for compliance with building standards; and
WHEREAS, the City of West Sacramento Fire Department has conducted 22 of 23 E (Educational) occupancy and 149 of 149 R-1/2 (Residential) occupancy inspections for the 2024/2025 fiscal year; and
WHEREAS, the City Council of West Sacramento intends this Resolution to fulfill the requirements of the California Health and Safety Code regarding acknowledgment of the West Sacramento Fire Department’s compliance with California Health and Safety Code Sections 13146.2 and 13146.3.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of West Sacramento expressly acknowledges the measure of compliance of the City of West Sacramento Fire Department with the California Health and Safety Code Sections 13146.2 and 13146.3 in the area encompassed by the City of West Sacramento.
PASSED AND ADOPTED this 21st day of January 2026, by the following vote:
AYES:
NOES:
ABSENT:
Martha Guerrero, Mayor
ATTEST:
Jennifer Cusmir, City Clerk
660
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50772 Venecia Apartments
604 6TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 7/5/2024 FP-50430 Cummins Row Apartments
685 CUMMINS WAY
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 7/9/2024 FP-50326 Sunset Village Apartments
1611 MADRONE AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 7/16/2024 FP-50651 928 Simon Terrace Apts
928 SIMON TER
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 7/17/2024 FP-50572 DON AND JONI TABOADA
461 WALNUT ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 7/23/2024 FP-50280 Washington Courtyard Apartments
500 7TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 7/24/2024 FP-50593 East Yolo Apartments
1505 SACRAMENTO AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 7/29/2024 FP-50690 Laminar Investments LLC
950 SIMON TER
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 7/29/2024 FP-50578 Nathan's Property Management
620 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 7/31/2024 FP-50579 640 Cummins Way Apartments
640 CUMMINS WAY
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 7/31/2024 FP-50926 Avanath Rivers Senior, LP
795 DOROTHY ADAMO LN
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 7/31/2024 FP-50284 Extended Stay America
795 STILLWATER RD
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 8/7/2024 FP-50582 400 Westacre Rd
400 WESTACRE RD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 8/7/2024 FP-50964 NorthSea Capital
644 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 8/8/2024 FP-50570 ECO GREEN LLC
614 3RD ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 8/13/2024 FP-50864 301 D St Apartments
301 D ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 8/13/2024 FP-50615 411 Harbor Blvd Apartments
411 HARBOR BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 8/22/2024 FP-50548 SPRINGHILL SUITES / NIHAL DEVELOPMENT LLC
3455 REED AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 8/26/2024 FP-50574 531 Maple St Apartments
531 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 8/28/2024 FP-50577 Eklund Apartments
640 7TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 8/28/2024 FP-50610 402 G St Fourplex
402 G ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 8/28/2024 FP-50622 421 D Street Apartments
421 D ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 8/28/2024 FP-50811 700 Water St Apartments
700 WATER ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 8/29/2024
661
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50588 1634 Sacramento Ave Apartments
1634 SACRAMENTO AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 9/4/2024 FP-50603 2156 OAKMONT WAY
2156 OAKMONT WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 9/4/2024 FP-50460 Residential Care - West Sacramento Nursing and Rehabilitation Center 751 ELM ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 9/5/2024 FP-50599 WSAC APTS LLC
621 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 9/13/2024 FP-50606 461 MAPLE ST APARTMENTS
461 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 9/13/2024 FP-50621 708 Bryte Ave Apts
708 BRYTE AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 9/13/2024 FP-50330 West Gateway Place Apartments
825 TOWER BRIDGE GTWY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 9/19/2024 FP-50852 805 Riverfront Apartments
805 RIVERFRONT ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 9/19/2024 FP-50985 5 Sacramento Limited Partnership
221 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 9/19/2024 FP-50950 Nihal Hospitality LLC
800 Stillwater RD
West Sacramento, CA 95605 R-1/2 Occupancies (More than 10 units) 9/23/2024 FP-50602 THE FOUNDRY, TBD APARTMENTS IV, LP
998 RIVERFRONT ST
BLDG
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/1/2024 FP-50341 Mosaic Gardens at Holly Court Apartments
445 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/2/2024 FP-50625 Harbor Village Duplexes
1819 MERKLEY AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/3/2024 FP-50878 Evergreen Apt / West Sac Housing Dev Corp
2139 EVERGREEN AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/3/2024 FP-50879 2144 Hickory Way Apartments
2144 HICKORY WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/3/2024 FP-50963 Bola Properties
2138 HICKORY WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/3/2024 FP-50966 Hickory Way Townhomes LP
2134 HICKORY WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/3/2024 FP-50601 TOLOSA FAMILY TRUST
631 CUMMINS WAY
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 10/11/2024 FP-50692 Riverbend Apartments
555 DOUGLAS ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 10/11/2024 FP-50587 Premiere LLC
1049 JEFFERSON BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/15/2024 FP-50605 217 6TH ST APARTMENTS
217 6TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 10/15/2024 FP-50628 West Sacramento Investors, LLC
224 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 10/15/2024
662
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50618 561 PECAN ST APARTMENTS
561 PECAN ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/16/2024 FP-50679 Home 2 Suites by Hilton West Sacramento
1020 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/18/2024 FP-50832 Monticello at Southport Apartments
2150 VALLEY OAK LN
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/22/2024 FP-50620 215 6TH STREET APARTMENTS
215 6TH ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/23/2024 FP-50294 Parkside at Sycamore
2119 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/24/2024 FP-50342 Harbor Village Apartments
2125 EVERGREEN AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/24/2024 FP-50592 MARIA DE SOUSA RENTALS
817 SUNSET AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 10/24/2024 FP-50635 2200 Oakmont Way Apartments
2200 OAKMONT WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 10/24/2024 FP-50382 West Capitol Courtyard I & II
2455 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 10/30/2024 FP-50585 2208 Oakmont Way Apartments
2208 OAKMONT WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 11/4/2024 FP-50633 104 4th Street Partners, LLC
104 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 11/8/2024 FP-50807 1730 Jefferson Blvd Apartments
1730 JEFFERSON BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 11/13/2024 FP-50581 4th Street Apartments
324 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 11/14/2024 FP-50968 Bobby Lister III - 508 B St Apartments
508 B ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 11/14/2024 FP-50449 980 Central
980 CENTRAL ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 11/15/2024 FP-50594 WD Investment Company Inc; 521 5th St Apartments 521 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 11/15/2024 FP-50609 608 6th Street Apartments
608 6TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 11/15/2024 FP-50619 730 Maple St Apartments
730 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 11/15/2024 FP-50902 Turtle Hill Properties LLC
229 6TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 11/15/2024 FP-50712 3500 Jefferson Blvd Apts
3500 JEFFERSON BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 12/3/2024 FP-50495 912 Soule St (8 Palms Apartments)
912 SOULE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 12/4/2024 FP-50645 Tivan, Inc
423 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 12/10/2024 FP-50887 932-934 Briarwood Dr Apts
932 BRIARWOOD DR
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 12/12/2024
663
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50642 S&S / Vermont Ave Apartments
1564 VERMONT AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 12/17/2024 FP-50706 111 & 113 6th St Apartments
111 6TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 12/17/2024 FP-50799 Welcome House LLC
521 NORTH HARBOR BLVD
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 12/18/2024 FP-50575 652-662 WALNUT
652 WALNUT ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 1/3/2025 FP-50600 731 Maple St Apartments
731 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 1/3/2025 FP-50624 RIVERA APARTMENTS 2
327 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 1/3/2025 FP-50363 Bryte Gardens Apartments
815 BRYTE AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 1/7/2025 FP-50595 BRIDGE POINTE ACQ LLC - Bridgeview Place
300 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 1/13/2025 FP-50613 624 PECAN STREET APARTMENTS
624 PECAN ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 1/13/2025 FP-50523 Prosser Family Trust - Apartments
570 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 1/15/2025 FP-50517 Conundrum Maple St LLC
510 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 1/22/2025 FP-50616 2220 MICHIGAN BLVD APARTMENTS
2220 MICHIGAN BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 1/22/2025 FP-50641 Myrtle Ave Apartments
435 MYRTLE AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 1/22/2025 FP-50731 321 4th Street and 323 4th Street Apartments
321 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 1/22/2025 FP-50685 The Strand
500 DOUGLAS ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 1/29/2025 FP-50612 Glide Avenue Apartments
607 GLIDE AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 1/30/2025 FP-50889 1808 Proctor Ave Apartments
1808 PROCTOR AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 2/6/2025 FP-50650 Sikh Temple Sacramento - 2155 Evergreen Ave Apts 2155 EVERGREEN AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 2/11/2025 FP-50739 430 4th St Apartments
430 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 2/11/2025 FP-51017 Real Estate Investment Assets, LLC
426 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 2/11/2025 FP-50299 Savannah at Southport Apartments
3401 SAVANNAH LN
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 2/19/2025 FP-50998 ACG Kinect West Sacramento Owner LLC
2301 JEFFERSON BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 2/19/2025 FP-50273 Margaret McDowell Manor
1525 MERKLEY AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 2/21/2025
664
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50387 Eskaton Wilson Manor
2140 EVERGREEN AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 2/21/2025 FP-50859 Zocon LLC
506 B ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 2/21/2025 FP-50711 1920 Merkley Ave Apartments
1920 MERKLEY AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 2/25/2025 FP-50735 603 Andrew St Apartments
603 ANDREW ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 2/25/2025 FP-51008 Navami LLC
413 HARBOR BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 2/25/2025 FP-50738 401 Meadowbrook LP
401 WESTACRE RD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 3/4/2025 FP-50084 Our Lady Of Grace
1990 LINDEN RD
WEST SACRAMENTO, CA 95691 Educational Facility 3/4/2025 FP-50836 412-416 3rd St Apartments
412 3RD ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 3/5/2025 FP-50320 850 on The Avenue
850 SACRAMENTO AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 3/10/2025 FP-50367 Greenbriar Apartments
2112 EVERGREEN AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 3/10/2025 FP-50812 Haveli Luxury Properties
3215 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 3/11/2025 FP-50234 Sacramento City College
1115WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 Educational Facility 3/11/2025 FP-50631 Highlands Community Charter
800 TODHUNTER AVE
WEST SACRAMENTO, CA 95691 Educational Facility 3/12/2025 FP-50660 The Block
965 BRIDGE ST
SUITE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 3/17/2025 FP-50533 B & B Property Management 520 Maple St
520 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 3/18/2025 FP-50534 Schaffnit Manor
630 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 3/18/2025 FP-50888 2125 Oakmont Way / 2124 Hickory Way Apartments 2125 OAKMONT WAY
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 3/19/2025 FP-50093 EPIC Charter School
2945 RAMCO ST #200
WEST SACRAMENTO, CA 95691 Educational Facility 3/20/2025 FP-50268 Holiday Inn Express
2761 EVERGREEN AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 4/14/2025 FP-50518 Motel 6
1254 HALYARD DR
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 4/14/2025 FP-50665 The Edge
490 MILL ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 4/14/2025 FP-50634 622 Cummins Way Apartments
622 CUMMINS WAY
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 4/17/2025
665
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50647 Michigan Apartments
2210 MICHIGAN BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 4/17/2025 FP-50419 Academy 4 Kids
2455 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 Educational Facility 4/18/2025 FP-50932 661 Walnut Street LLC
661 WALNUT ST
BLDG
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 4/22/2025 FP-50617 Portale Properties, LLC
1811 MERKLEY AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 4/24/2025 FP-50092 Sacramento Valley Charter School
2399 SELLERS WAY
WEST SACRAMENTO, CA 95691 Educational Facility 4/29/2025 FP-50246 Capitol Yards (West Capitol Commons)
777 5TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 5/2/2025 FP-50655 Lisbon Apartments
1617 LISBON AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 5/2/2025 FP-50289 Rivergate Apartments
900 SIMON TER
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 5/7/2025 FP-50307 Habitat Apartments
400 GARDEN ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 5/12/2025 FP-50748 613 Maple St Apartments
613 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 5/12/2025 FP-50749 617 Maple St Apartments
617 MAPLE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 5/12/2025 FP-50757 Kind Project Investors, LP
415 F ST
BLDG
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 5/13/2025 FP-50293 Patios de Castillo Apartments (P2)
200 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 5/20/2025 FP-50734 Mercy Housing Inc. 1801 W. Capitol
1801 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 5/21/2025 FP-50298 East Yolo Manor Apartments
500 6TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 5/22/2025 FP-50260 Courtyard Village Apartments
3426 EVERGREEN CIR
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 5/29/2025 FP-50719 Finster LLC
634 CUMMINS WAY
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 5/30/2025 FP-50283 Sagely City of the Dharma Realm
1029 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/4/2025 FP-50083 Alyce Norman
1200 ANNA ST
WESTSACRAMENTO, CA 95605 Educational Facility 6/4/2025
FP-50304 Hunter's Pointe Apartments
900 TODHUNTER AVE
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 6/5/2025 FP-50323 Residential Care - Grand River Villa Senior Living 509 MICHIGAN BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/9/2025 FP-50306 The Rivermark Apartments
959 BRIDGE ST
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/10/2025
666
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50247 Westwood Vistas Apartments
731 F ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 6/11/2025 FP-50269 Traveler's Inn
840 HARBOR BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/13/2025 FP-50301 Montecito Apartments
501 MICHIGAN BLVD
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/13/2025 FP-50643 418 E Street Apartments
418 E ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (3-10 units) 6/13/2025 FP-50259 Plaza Motel
2701 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/17/2025 FP-50262 Commodore Motel
3319 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/17/2025 FP-50277 Sunset Inn & Suites
2641 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/17/2025 FP-50282 Economy Inn
1261 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/17/2025 FP-50251 Echo Lodge Motel
1810 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/18/2025 FP-50255 Stardust Motel
1451 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/18/2025 FP-50257 Dude Motel
1501 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (3-10 units) 6/18/2025 FP-50264 Bel Air Motel
1600 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/18/2025 FP-50249 Golden Motel
1917 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/24/2025 FP-50254 Sahara Motel
1724 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/24/2025 FP-50279 Fremont Motel
1550 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/24/2025 FP-50333 Pacific Motel
1915 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/24/2025 FP-50076 Elkhorn Village Elementary
750 CUMMINS WAY
WEST SACRAMENTO, CA 95605 Educational Facility 6/24/2025 FP-50840 WUSD-Hybrid Learning
1100 CLARENDON RD
WEST SACRAMENTO, CA 95691 Educational Facility 6/24/2025 FP-9723 Riverbank Elementary
1100 CARRIE ST
WEST SACRAMENTO, CA 95605 Educational Facility 6/24/2025 FP-9735 WUSD TRANS AND MAINTENANCE
1706 GRANDE VISTA DR
WEST SACRAMENTO, CA 95691 Educational Facility 6/24/2025 FP-50287 Granada Inn
4751 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/25/2025 FP-50078 Stonegate Elementary
2500 LA JOLLA ST
WEST SACRAMENTO, CA 95691 Educational Facility 6/25/2025 FP-50728 Westmore Oaks Elementary
1504 FALLBROOK ST
WEST SACRAMENTO, CA 95691 Educational Facility 6/25/2025
667
RECORD ID RECORD NAME ADDRESS DESCRIPTION DATE INSPECTED FP-50256 Town House Motel
940 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/26/2025 FP-50261 Budget Inn
964 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/26/2025 FP-50313 Silvey's Motel
1030 WEST CAPITOL AVE
WEST SACRAMENTO, CA 95691 R-1/2 Occupancies (More than 10 units) 6/26/2025 FP-50438 Patios de Castillo II (P1)
510 4TH ST
WEST SACRAMENTO, CA 95605 R-1/2 Occupancies (More than 10 units) 6/26/2025 FP-50075 Bridgeway Island Elementary
3255 HALF MOON BAY CIR
WEST SACRAMENTO, CA 95691 Educational Facility 7/2/2025 FP-50077 Southport Elementary
2747 LINDEN RD
WEST SACRAMENTO, CA 95691 Educational Facility 7/15/2025 FP-50082 Yolo Education
919 WESTACRE RD
WEST SACRAMENTO, CA 95691 Educational Facility 7/15/2025 FP-50104 WUSD District Office
930 WESTACRE RD
WEST SACRAMENTO, CA 95691 Educational Facility 7/15/2025 FP-50494 WUSD-WAREHOUSE
915 WESTACRE RD
WEST SACRAMENTO, CA 95691 Educational Facility 7/15/2025 FP-9725 River City High School
1 RAIDER LN
WEST SACRAMENTO, CA 95691 Educational Facility 7/15/2025 FP-50081 Bryte Campus
637 TODHUNTER AVE
WESTSACRAMENTO, CA 95605 Educational Facility 7/17/2025 FP-50420 Lighthouse Charter
899 BRYTE AVE
WEST SACRAMENTO, CA 95691 Educational Facility 7/22/2025 FP-50425 Impact Center, LLC - West Sacramento
1834 TERMINAL ST
WEST SACRAMENTO, CA 95691 Educational Facility 7/22/2025 FP-50079 Westfield Village Elementary
508 POPLAR AVE
WEST SACRAMENTO, CA 95691 Educational Facility Completed 25/26
668
CITY COUNCIL AGENDA REPORT
MEETING DATE: January 21, 2026 ITEM # 19
SUBJECT:
CONSIDERATION OF RESOLUTION 26-9 APPROVING EXCEPTION TO THE 180-DAY
WAITING PERIOD TO HIRE A CALPERS RETIRED ANNUITANT IN ACCORDANCE WITH GOVERNMENT CODE SECTIONS 7522.56 AND 21224
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ X ] Staff
[ ] Other
Kaitlyn Montez, Human Resources Supervisor
City Manager’s Office
Becky Robertson, Finance Manager
Finance 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 approve a resolution to waive the 180-day waiting period for hiring a retired annuitant.
RECOMMENDED ACTION
Staff recommends that the City Council approve resolution 26-9 approving an exception to the 180-day waiting period for hiring a retired annuitant as an extra-help employee.
BACKGROUND
The Public Employees’ Pension Reform Act of 2013 (PEPRA) generally requires retired annuitants to be separated from employment for at least 180 days before returning to work for an employer in the same retirement system from which they receive a pension. An exception to this requirement may be made when the employer’s governing body certifies the nature of the employment and that the appointment is necessary to fill a critically needed position before 180 days have passed. The exception allows an employer to hire a retired annuitant to perform work of limited duration, such as to eliminate a backlog, work on limited term special projects, and perform work that is in excess of what regular staff can reasonably perform. PEPRA states that this appointment must be approved by the employer’s governing body in a public meeting as an action item. To secure a 180-day wait period exception, the employer must submit the approved resolution to CalPERS before the first day of reemployment.
ANALYSIS
Staff recommends that Brenda Kee be hired to work as an extra help retired annuitant performing work similar to a Senior Analyst for a period not to exceed six months. Ms. Kee retired effective December 16, 2025, and had been an integral part of the Finance Department’s Procurement Division.
The Finance Department is seeking to bring back Ms. Kee as an extra help employee to ensure continuity of operations and proper knowledge transfer. Recently, an employee in the division suffered a medical emergency and will be on an extended leave of absence, leaving the division short-staffed and without anyone to train the new hire once Ms. Kee's previous vacancy is filled, which is currently in process. Given Ms. Kee's extensive experience and integral role in the Procurement Division, her return is deemed essential to maintain operational efficiency and effectiveness.
Ms. Kee's expertise and familiarity with the department's functions make her an ideal candidate to temporarily fill this critical gap. As a retired annuitant, she will be limited to no more than 960 work hours per fiscal year. To bring Ms. Kee back before June 16, 2026, a resolution must be submitted to CalPERS to comply with state laws applicable to the hiring of a retired annuitant. CalPERS typically requires that this action be approved as part of the City Council’s regular agenda, as opposed to the consent agenda, and the attached resolution 26-9 meets all requirements set forth by CalPERS.
Environmental Considerations
Not applicable.
Commission Recommendation
Not applicable.
669
Exception to Waiting Period for Retired Annuitant
January 21, 2026
Strategic Plan Integration
City government that is financially sound with a superior workforce.
Alternatives
The Council could decide not to approve the resolution and direct staff to identify another solution to this staffing and training need. This alternative is not recommended because Brenda Kee is uniquely qualified to fill staffing gaps and provide training specific to the City of West Sacramento procurement processes. Any other alternative would not provide the same level of experience and institutional knowledge.
Coordination and Review
Finance staff have coordinated with Human Resources on this report.
Budget/Cost Impact
Any costs related to this item will be absorbed into the current Finance Department budget.
ATTACHMENTS
1. Resolution 26-9
2. Notice of Appointment of a Retired Annuitant
670
Attachment 1
RESOLUTION 26-09
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO APPROVING EXCEPTION TO THE 180-DAY WAITING PERIOD TO HIRE A CALPERS RETIRED ANNUITANT IN ACCORDANCE WITH GOVERNMENT CODE SECTIONS 7522.56 AND 21224
WHEREAS, in compliance with Government Code Section 7522.56 the City of West Sacramento must provide CalPERS this certification resolution when hiring a retiree before 180 days has passed since his or her retirement date; and
WHEREAS, Brenda Kee has retired from the City of West Sacramento, Finance Department, from the position of Senior Analyst effective December 16, 2025; and WHEREAS, Section 7522.56 requires that post-retirement employment commence no earlier than 180 days after the retirement date, which is June 16, 2026, without this certification; and
WHEREAS, Section 7522.56 provides that this exception to the 180-day waiting period shall not apply if the retiree accepts any retirement-related incentive; and WHEREAS, the City of West Sacramento and Brenda Kee certify that Brenda Kee has not and will not receive a Golden Handshake or any other retirement related incentive; and WHEREAS, the City of West Sacramento hereby appoints Brenda Kee as an extra-help retired annuitant performing duties similar to that of a Senior Analyst for the City of West Sacramento Finance Department under Government Code Section 21224, effective January 26, 2026; and
WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and WHEREAS, the employment shall be limited to 960 hours per fiscal year; and WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the maximum base salary for this position is $10,685 per month and the hourly equivalent is $61.6442, and the minimum base salary for this position is $8,792 per month and the hourly equivalent is $50.7231; and
WHEREAS, the hourly rate paid to Brenda Kee will be $61.6442; and WHEREAS, Brenda Kee has not and will not receive any other benefit, incentive, compensation in lieu of benefits, or other form of compensation in addition to this hourly pay rate.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento as follows:
The City of West Sacramento hereby certifies the nature of the appointment of Brenda Kee as described herein and that this appointment is necessary to maintain support for complex fiscal and administrative functions, ensuring proper knowledge transfer and operational continuity.
PASSED AND ADOPTED by the City Council of the City of West Sacramento, this 21st day of January 2026 by the following vote:
AYES:
671
Resolution 26-9
NOES:
ABSENT:
Martha Guerrero, Mayor
ATTEST:
Jennifer Cusmir, City Clerk
672
1110 West Capitol Avenue
West Sacramento, CA 95691
(916) 617-4500
www.cityofwestsacramento.org
CC: Human Resources (Original)
Payroll
Department
TO: Brenda Kee DATE: January 21, 2025
NOTICE OF APPOINTMENT OF RETIRED ANNUITANT
Subject to your acceptance of the conditions listed below, you are hereby hired as an Extra-Help Retired Annuitant to work on an as-needed basis to assist as a Senior Analyst currently in the Finance Department, to perform work in excess of what permanent or regular staff employees can do.
Said appointment shall become effective as of January 26, 2026, which shall constitute your employment date.
Salary effective as of the above date is $ 61.6442 per hour.
Special provisions or conditions are as follows:
As employee is a retired CalPERS Annuitant, employment shall not exceed 960 hours per fiscal year.
Employment is not a permanent or regular staff position.
As per the special conditions of this position, you must positively pass a fingerprint check, and Immigration and Naturalization Services employment eligibility requirements prior to finalization of employment.
No other benefits, incentives, compensation in-lieu of benefit, or other form of compensation in addition to the hourly rate noted above will be paid.
Employee certifies that they did not receive any unemployment insurance payments within the 12 months prior to this appointment for previous retired annuitant work with any CalPERS employer.
Please execute acceptance below and return the original to the Human Resources Division. ________________________________
Aaron Laurel, City Manager
Acceptance of Appointment
I hereby accept the appointment as indicated above, subject to such provisions as stated and provided by rules and ordinances.
Date: By:
673
CITY COUNCIL AGENDA REPORT
MEETING DATE: January 21, 2026 ITEM # 20
SUBJECT:
MIDYEAR BUDGET WORKSHOP AND CONSIDERATION OF RESOLUTION 26-11
ADOPTING AMENDMENTS TO THE OPERATIONS & MAINTENANCE (O&M) AND CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGETS FOR FISCAL YEAR 2025/26 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Roberta Raper, Director
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action
OBJECTIVE
The purpose of this report is to present and seek approval of the proposed Operations and Maintenance (O&M) and Capital Improvement Program (CIP) midyear budget amendments for fiscal year 2025/26.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1. Review the report and attachments on the proposed midyear amendments to the O&M and CIP budgets for FY 2025/26, provide feedback and direction on the proposed amendments;
2. Adopt Resolution 26-11 approving amendments to the Operations & Maintenance and Capital Improvement Program (CIP) midyear budget amendments for FY 2025/26;
3. Approve the amended Authorized Positions List (APL);
4. Approve the amended Salary Schedule; and
5. Approve the Classification and Job Description of Facilities Supervisor.
BACKGROUND
The City Council has historically adopted a biennial budget. On June 18, 2025, the City Council adopted Resolution 25-71 approving the Operations and Maintenance (O&M) and Capital Improvement Program (CIP) budgets for fiscal year 2025/26 on an annual basis. The decision to adopt an annual budget was driven by several factors.
First, the timeline to develop the FY 2025/26 budget was significantly condensed. The FY 2024/25 midyear budget and the Measure O five-year spending plan were adopted on March 19, 2025, leaving a limited window to prepare the subsequent budget. In addition, the City’s existing budget system does not allow staff to work concurrently in two biennial budget periods, further constraining the development process.
Second, City staff across all departments were heavily engaged in preparations related to the start of the A’s first baseball season in West Sacramento, which required substantial operational focus during the same period as budget development. Finally, ongoing economic uncertainty at the federal level added additional complexity to long-term forecasting. Given these factors, adoption of an annual budget for FY 2025/26 provided a more practical and flexible approach.
As a result of the shortened timeframe and competing priorities, many non–time-sensitive supplemental budget requests were intentionally deferred for midyear consideration. This approach allowed additional time for departments to develop and refine requests, for staff to evaluate those requests more thoroughly, and for the City to gain greater clarity regarding overall fiscal conditions. Following voter approval of Measure O, staff efforts have appropriately focused on standing up and expanding priority operations and maintenance programs, as well as scoping, designing, and initiating construction of Measure O–funded capital projects.
The body of this report is structured as a high-level summary intended to assist the reader in understanding the City’s overall budget position. Detailed and supporting data underlying the summary figures are provided in the attachments.
The Analysis section provides an update on the General Fund’s budget-to-actual performance for FY 2025/26, the current fiscal year, and assesses available capacity to fund proposed midyear requests. A summary of midyear budget requests across all City funds is also included. 674
Midyear Budget Workshop and Adoption of Resolution 26-11 January 21, 2026
The attachments contain detailed information for each midyear budget request, along with summaries by category and funding source. The All-Funds Summary presents the proposed midyear requests by type, the resulting net surplus or deficit, and the projected ending fund balances for each fund both before and after approval of the midyear adjustments. As shown, each fund has sufficient capacity to support the ongoing and one-time requests proposed as part of the FY 2025/26 midyear budget.
ANALYSIS
General Fund
The City’s General Fund budget is in a surplus position (revenues greater than expenses), and the Council must decide how much of that surplus to spend on midyear adjustments. The budget adopted by Council projects revenues of just under $87.1 million to fund anticipated expenses of nearly $86.4 million. As a result, staff is projecting a budget surplus of $714,235 for FY 2025/26 before any of the midyear adjustments discussed in this report are subtracted. Table 1 summarizes General Fund revenues and expenses prior to proposed midyear expenditure adjustments.
Table 1: Projected FY 25/26 Surplus
As shown in Table 2, the General Fund is projected to have a surplus of $215,360 after approval of midyear budget proposals.
Table 2: Proposed Midyear Budget Adjustments Would Reduce FY 2025/26 Operating Surplus to $215,360 This report recommends Council approval of $498,875 in ongoing O&M budget adjustments to account for expenses that were not included in the original budget, including the addition of one position in the Transportation Division of the Community Development Department. When these adjustments are accounted for, the net General Fund revenue surplus is expected to be $215,360 for FY 2025/26.
Some of the proposed midyear budget expenses are one-time costs such as CIP projects that are measured against the City’s one-time fund balance. As shown in Table 3, the City’s available fund balance is estimated at $5,481,590. The sum of the one-time requests being proposed is $4,629,406. Council approval of the onetime requests described in this report would leave an ending fund balance of $852,184, not including reserve balances.
General Fund
FY 2025/26
Adopted
FY 2025/26
Projected Difference
Revenues $ 87,088,537 $ 87,088,537 $ -
Expenses $ 86,374,301 $ 86,873,176 $ 498,875
Projected Net Surplus/Deficit $ 714,235 $ 215,360 $ (498,875) FY 2025/26
Proposed
ORIGINAL SURPLUS/(DEFICIT) $ 714,235
Total Cost of Ongoing Requests 498,875
Position Requests 48,403
Other Ongoing O&M 450,472
PROJECTED SURPLUS/(DEFICIT) $ 215,360
GENERAL FUND ONGOING
675
Midyear Budget Workshop and Adoption of Resolution 26-11 January 21, 2026
Table 3: If Proposed One-Time Budget Adjustments are Approved, Ending Fund Balance is $852,184 The General Fund, after funding the proposed midyear budget adjustments, is expected to end the fiscal year with a net surplus of $215,360 and an available fund balance of $852,184.
Table 4: General Fund Reserve Balances
After adoption of the proposed midyear budget, total General Fund reserve balances are anticipated to be nearly $19.6 million, including $15.7 million in the General Reserve. This calculates to just over 18% of annual General Fund revenues, in alignment with Council adopted policy.
Ballot Measure Funds
Ballot measure funds continue to be an engine for quality-of-life improvements in the City of West Sacramento.
Table 5 below shows that all ballot measure funds are projected to end FY 2025/26 with positive fund balances after funding midyear budget proposals.
Table 5: Ballot Measure Funds Are Balanced
The ballot measure funds are an indispensable aid as the Council strives to align City programs, projects and services with the needs of a growing community. Nearly $39 million is budgeted across these funds in FY 2025/26 for annual O&M costs for the voter approved categories of funding as well as several projects, including park fixtures, equipment and turf replacement, road rehabilitation projects, improvements at Alyce Norman Park FY 2025/26
Proposed
AVAILABLE FUND BALANCE $ 5,481,590
Total Cost of One-Time Requests 4,629,406
O&M One-Time 689,000
CIP 3,940,000
Cost Allocation (Estimate) 406
ENDING BALANCE $ 852,184
GENERAL FUND ONE-TIME
PROJECTED PROJECTED
June 30, 2025 June 30, 2026
General Reserve (15-20% of Revenues) $ 15,235,212 $ 15,735,212 Available Fund Balance $ 5,481,590 $ 852,184
Budget Stabilization Reserve $ 2,817,054 $ 2,460,935
Staffing Continuity Reserve $ 500,000 $ 500,000
TOTAL RESERVES $ 24,033,856 $ 19,548,331
GENERAL FUND BALANCE/RESERVES
Ballot Measure
Projected FY
2025/26 Ending
Fund Balance
Measure K (Fund 108) $ 762,232
Measure V (Fund 109) $ 7,034,328
Measure E (Fund 110) $ 223,036
Measure N (Fund 111) $ 408,233
Measure O (Fund 112) $ 37,025
676
Midyear Budget Workshop and Adoption of Resolution 26-11 January 21, 2026
ballfields, and a small business accelerator program to name a few. Analyses of past year uses of ballot measure funds is available on the City’s website at https://wsac.city/accountability.
Midyear Budget Proposals for FY 2025/26
Total midyear budget requests propose grant awards of $3.1 million and City funding of $17.4 million to fund $20.6 million in capital projects, $2.7 million in ongoing annual expenses, and $2.9 million in one-time operating expenditures across all City funds for the remainder of FY 2025/26, resulting in a net ask of City funds of $23 million. Attachment 6 provides a summary of midyear budget impacts for each fund if the midyear budget is approved.
Table 6: Midyear Budget Proposals
Attachments 2 through 6 provide detailed summaries of the proposed midyear budget adjustments by category and type, including tables, charts, and comprehensive listings of all requests.
Upon approval of the proposed midyear adjustments, all City funds will remain balanced, restricted revenues will be used for their intended purposes, and funding will be aligned with adopted priorities, including maintaining service levels, supporting competitive employee compensation, and advancing critical infrastructure needs.
Development of the FY 2026/27 annual budget will begin in the coming weeks, with continued evaluation of revenue trends, expenditure pressures, and opportunities to strengthen the City’s long-term fiscal sustainability.
Environmental Considerations
This action is not a project that is subject to CEQA because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines §§ 15060(c), 15378(a).)
Commission Recommendation
Not applicable.
Strategic Plan Integration
The City’s mission includes a City government that is financially sound and provides quality services to its residents and visitors. The adoption of a balanced budget that provides necessary services to the community furthers this overall goal.
Alternatives
1. The City Council may adopt the midyear budget amendments as presented; or
2. The City Council may propose modifications to the midyear budget and adopt the midyear budget as modified; or
3. The City Council may conduct the workshop, provide feedback/direction, and delay final consideration/adoption of the midyear budget amendments to a future meeting.
The latter is not recommended as other items on tonight’s agenda are contingent upon approval of the midyear budget.
DESCRIPTION ONE-TIME ONGOING
GRANT
FUNDING
TOTAL
Net Revenue Adjustments $ - $ - $ 3,120,056 $ 3,120,056 Salaries, Wages & Benefits $ 140,000 $ 164,875 $ 304,875 Technology & Software 12,158 570,139 - $ 582,297
Vehicle & Equipment 199,000 322,229 - $ 521,229
Supplies & Services 2,505,905 1,610,478 - $ 4,116,383
Other - 45,000 - $ 45,000
TOTAL O&M ADJUSTMENTS 2,857,063 2,712,721 - 5,569,784
Capital Projects 17,443,499 - 3,120,056 $ 20,563,556
NET MIDYEAR BUDGET REQUESTS $ 20,300,562 $ 2,712,721 $ - $ 23,013,283 677
Midyear Budget Workshop and Adoption of Resolution 26-11 January 21, 2026
Coordination and Review
The information in this report was coordinated with each City department throughout the midyear budget process.
The final report was reviewed and approved by the City Manager’s Office and the Directors of each department.
Budget/Cost Impact
The budget and the potential decisions therein are the subject of this report. Impacts on City funds are summarized in the exhibit to resolution 26-11 and throughout this report.
ATTACHMENTS
1. FY 2025/26 General Fund Update
2. Midyear Budget Summary
3. Position Changes
4. Midyear O&M Budget Proposals
5. Midyear CIP Budget Proposals
6. Fund Summary
7. Resolution 26-11 Adopting the FY 2025/26 Midyear O&M and CIP Budget Amendments
8. Revised Authorized Position List
9. Revised Salary Schedule
10. Facilities Supervisor Job Description
678
ATTACHMENT 1 – GENERAL FUND UPDATE
1-1
The General Fund is projected to end FY 2025/26 with $87.1 million in ongoing revenues to cover $86.4 million in ongoing expenses before midyear adjustments, resulting in a projected operating surplus of $714,215.
One-time General Fund expenses are projected to total $6.4 million for the fiscal year. When combined with the projected operating surplus, this results in an overall projected/planned use of fund balance of $5.7 million for the fiscal year.
The table in this Attachment provides the revenue and expenditure budgets, actual transactions posted through December 2025, and projections by category for FY 2025/26 to determine capacity for midyear General Fund budget requests.
The General Fund began FY 2025/26 with $11.7 million in total available fund balance. A large portion of this balance was appropriated for one-time infrastructure and project costs for the fiscal year.
The General Reserve remains funded at a minimum of 17% of General Fund annual revenues, ending FY 2024/25 at an estimated 17.5% of revenues, ($15,235,212). The Budget Stabilization reserve maintains a balance of $2.8 million and the Staffing Continuity Reserve has remained untouched at $500,000.
Table 1 provides the General Fund budget, projections, and proposed adjustments for FY 2025/26 prior to and after consideration of midterm budget adjustments proposed in this report.
The midyear budget proposes ongoing expenses of $498,875 and one-time expenses of $4.7 million. After funding midyear adjustments, the General Fund would end the year with an annual surplus of $215,360 and a fund balance of $842,277, excluding the reserves mentioned previously.
679
ATTACHMENT 1 – GENERAL FUND UPDATE
1-2
Table 1 – FY 2025/26 General Fund Budget and Projections
GENERAL OPERATING FUND
REVENUES BUDGET
ACTUAL YTD
(12/31/2025)
MIDYEAR
ADJUSTMENTS PROJECTION
Property Tax $ 40,322,025 $ - $ - $ 40,322,025
Sales Tax 26,131,248 $ 6,938,753 $ - $ 26,131,248
Transient Occupancy Tax 2,425,916 $ 597,127 $ - $ 2,425,916 Other Taxes 3,024,787 $ 343,672 $ - $ 3,024,787
Intergovernmental 387,150 $ 82,984 $ - $ 387,150
Licenses & Permits 442,325 $ 160,690 $ - $ 442,325
Fines & Forfeitures 187,500 $ 43,355 $ - $ 187,500
Charges for Service 2,695,748 $ 1,063,831 $ - $ 2,695,748 Work Order Reimbursement Revenue 7,253,434 $ 3,091,229 $ - $ 7,253,434 Cannabis Revenue 280,000 $ - $ - $ 280,000
Other Revenues 1,058,850 $ 715,331 $ - $ 1,058,850
Transfers In 2,879,554 $ 88,560 $ - $ 2,879,554
Measure N Reimbursement - $ 871,288 $ - $ -
TOTAL ONGOING REVENUES $ 87,088,537 $ 13,996,819 $ - $ 87,088,537
EXPENSES BUDGET
ACTUAL YTD
(12/31/2025)
MIDYEAR
ADJUSTMENTS PROJECTION
Salaries & Wages $ 38,079,764 $ 20,413,537 $ 214,281 $ 38,294,045 Pension Expense 11,753,452 $ 3,717,892 $ - $ 11,753,452 OPEB Expense 1,689,375 $ 766,577 $ - $ 1,689,375
Other Benefits 7,061,334 $ 3,520,963 $ - $ 7,061,334
Payroll Reimbursement Offset (1,989,910) $ (919,959) $ - $ (1,989,910) Operations & Maintenance 9,027,563 $ 4,190,519 $ 284,594 $ 9,312,157 Non-Operating 4,979,571 $ 2,119,508 $ - $ 4,979,571
Capital Outlay 104,907 $ 6,974 $ - $ 104,907
Transfers Out 2,688,597 $ 2,325,520 $ - $ 2,688,597
General Support Allocation 12,979,650 $ 4,085,904 $ - $ 12,979,650 TOTAL ONGOING EXPENSES $ 86,374,302 $ 40,227,434 $ 498,875 $ 86,873,177 NET ONGOING SURPLUS/(DEFICIT) $ 714,235 $ (26,230,614) $ (498,875) $ 215,360
GENERAL ONE-TIME FUND BUDGET
ACTUAL YTD
(12/31/2025)
MIDYEAR
ADJUSTMENTS PROJECTION
One-Time Revenues $ - $ 15,094 $ - $ 15,094
One-Time Expenses $ 6,435,057 $ 3,803,746 4,654,406 11,089,463 NET NONRECURRING SURPLUS/(DEFICIT) $ (6,435,057) $ (3,788,652) $ (4,654,406) $ (11,074,369)
GENERAL FUND TOTAL BUDGET PROJECTION
Beginning Fund Balance $ 11,701,287 $ 11,701,287
Net Surplus/(Deficit) (5,720,823) (10,859,010)
ENDING FUND BALANCE $ 5,980,465 $ 842,277
GENERAL FUND RESERVES JUNE 30, 2025
PROJECTED
CHANGE JUNE 30, 2026
Available Fund Balance $ 11,701,287 $ (10,859,010) $ 842,277 Staffing Continuity Reserve 500,000 $ - 500,000
Budget Stabilization Reserve 2,817,054 $ 106,462 $ 2,923,516 General Reserve Balance 15,235,212 - 15,735,212
% of General Fund Revenues 17.5% 18.1%
FY 2025/26
680
ATTACHMENT 2 – MIDYEAR BUDGET SUMMARY
2-1
The net impact of midyear budget proposals is $28.5 million in City funding sources. The proposed midyear budget includes $2.5 million in ongoing annual expenses, $8.5 million in one-time operating expenses, and $17.4 million in new funding for capital projects. An additional $3.1 million in new grant funding has been awarded for infrastructure projects. A positive number in the net impact column signifies an increase in expenses. A negative number signifies a net increase in revenue or reduction in expense for the fund.
Table 1 – FY 2025/26 Midyear Budget Summary
FUND # FUND TITLE POSITIONS
ANNUAL
O&M
ONE-TIME
O&M
CAPITAL
PROJECTS TOTAL
TRANSFER
REVENUE NET
101 General Fund $ 48,403 $ 450,472 $ 195,500 $ - $ 694,375 $ - $ 694,375 104 General Support Srv Fund $ 58,372 $ 913,770 $ 452,256 $ - $ 1,424,398 $ - $ 1,424,398 105 Budget Stabilization Fund $ - $ 15,650 $ 5,000 $ - $ 20,650 $ - $ 20,650 106 Gen Special Purpose C.I. Fund $ - $ 275,000 $ 6,535,000 $ 2,523,000 $ 9,333,000 $ - $ 9,333,000 107 Gen One-Time Money Fund $ - $ 25,000 $ 493,500 $ 3,940,000 $ 4,458,500 $ - $ 4,458,500 108 Measure K (Sales Tax) Fund $ - $ 16,127 $ - $ 620,275 $ 636,402 $ - $ 636,402 109 Measure V Fund $ - $ - $ - $ (1,000) $ (1,000) $ - $ (1,000) 110 Measure E Fund $ 30,000 $ 29,140 $ 43,070 $ 750,000 $ 852,210 $ - $ 852,210 111 Measure N Fund $ - $ 110,150 $ - $ - $ 110,150 $ - $ 110,150 112 Measure O Fund $ - $ 9,537 $ - $ - $ 9,537 $ - $ 9,537 201 Road Fund (Gas Tax) $ - $ 70,330 $ 14,150 $ 700,000 $ 784,480 $ - $ 784,480 207 General Equipment Fund $ - $ 90,000 $ - $ - $ 90,000 $ 90,000 $ - 208 General Facilities Fund $ - $ - $ - $ 1,715,000 $ 1,715,000 $ - $ 1,715,000 212 Tree Mitigation Fund $ - $ - $ - $ 350,000 $ 350,000 $ - $ 350,000 215 Storm Water Maint. Fund $ - $ 22,646 $ 150 $ - $ 22,796 $ 20,650 $ 2,146 251-9455 Illegal Dumping Fee $ - $ - $ 27,400 $ - $ 27,400 $ 27,400 $ - 254-9555 Discovery Preschool $ - $ 253 $ - $ - $ 253 $ (35,000) $ 35,253 254-9551 After School Education & Safety $ - $ 22,850 $ - $ - $ 22,850 $ 22,850 $ - 262-9063 Age Friendly Initiatives $ - $ - $ 40,000 $ - $ 40,000 $ 40,000 $ - 269-9176 CFD A-Gateway Services $ - $ (1,135) $ 5,365 $ 113,031 $ 117,261 $ - $ 117,261 269-9177 CFD B-Newport Estates Services $ - $ (1,584) $ 34,755 $ 33,442 $ 66,613 $ - $ 66,613 269-9178 CFD C-Bridgeway Island Service $ - $ (3,028) $ 38,737 $ 124,417 $ 160,126 $ - $ 160,126 269-9179 CFD D-Southport Indust Park Sr $ - $ (1,920) $ 13,218 $ 1,003,780 $ 1,015,078 $ - $ 1,015,078 269-9180 CFD E-The Classics Services $ - $ (753) $ 1,127 $ 121,807 $ 122,181 $ - $ 122,181 269-9181 CFD F-Pheasant Hollow Services $ - $ (511) $ - $ 150,000 $ 149,489 $ - $ 149,489 269-9183 CFD H-Bridgeway Lakes I Srvs $ - $ (3,900) $ 33,251 $ 39,299 $ 68,650 $ - $ 68,650 269-9184 CFD I-River Ranch Services $ - $ (705) $ - $ 272,379 $ 271,674 $ - $ 271,674 269-9185 CFD J-Parella Services $ - $ (889) $ 3,360 $ 300,000 $ 302,471 $ - $ 302,471 269-9186 CFD K-River Walk Park $ - $ (206) $ - $ 152,345 $ 152,139 $ - $ 152,139 681
ATTACHMENT 2 – MIDYEAR BUDGET SUMMARY
2-2
FUND # FUND TITLE POSITIONS
ANNUAL
O&M
ONE-TIME
O&M
CAPITAL
PROJECTS TOTAL
TRANSFER
REVENUE NET
269-9188 CFD M-The Rivers Services $ - $ (837) $ 1,325 $ 45,000 $ 45,488 $ - $ 45,488 269-9189 CFD N-Parlin Ranch Services $ - $ (1,225) $ - $ 200,000 $ 198,775 $ - $ 198,775 269-9192 CFD O-Linden South Services $ - $ (399) $ - $ - $ (399) $ - $ (399) 269-9193 CFD P-Ironworks Services $ - $ (510) $ 8,999 $ 59,212 $ 67,701 $ - $ 67,701 269-9194 CFD R - Bridge District $ - $ - $ 10,700 $ - $ 10,700 $ - $ 10,700 292 Redevelopment Projects $ - $ - $ - $ (36,827) $ (36,827) $ - $ (36,827) 296 Bridge District IFD $ - $ - $ - $ (3,532,804) $ (3,532,804) $ 520,000 $ (4,052,804) 297 Enhanced Infr Financing District $ - $ - $ - $ - $ - $ 4,765,000 $ (4,765,000) 405 Bridge District CIP $ - $ - $ - $ (1,353,368) $ (1,353,368) $ - $ (1,353,368) 501 Sewer Operating Fund $ - $ 47,094 $ 60,700 $ - $ 107,794 $ - $ 107,794 502 Sewer Capital Projects Fund $ - $ - $ 45,000 $ 2,074,756 $ 2,119,756 $ - $ 2,119,756 506 Water Operating Fund $ - $ 462,717 $ 94,200 $ 165,000 $ 721,917 $ - $ 721,917 507 Water Capital Projects Fund $ - $ - $ 45,000 $ 1,824,756 $ 1,869,756 $ - $ 1,869,756 511 Refuse Operating Fund $ - $ 20,000 $ 27,400 $ - $ 47,400 $ - $ 47,400 610 Public Works Support Services $ - $ 16,312 $ 50,300 $ - $ 66,612 $ - $ 66,612 650 Comm. Dev. Support Services $ - $ - $ 25,000 $ 175,000 $ 200,000 $ - $ 200,000 793 Bridge District IFD Debt $ - $ - $ - $ 4,915,000 $ 4,915,000 $ - $ 4,915,000 TOTAL $ 136,775 $ 2,579,446 $ 8,304,463 $ 17,443,499 $ 28,464,183 $ 5,450,900 $ 23,013,283 682
ATTACHMENT 3 – MIDYEAR POSITION CHANGES
3-1
New Positions
Three (3) new positions are proposed.
A Facilities Supervisor is proposed to ensure the efficient operation, maintenance, and safety of all City-owned buildings and related infrastructure. This position will provide essential leadership in planning, scheduling, and overseeing facility maintenance activities, including HVAC, electrical, plumbing, and custodial services. The Facilities Supervisor will implement preventive maintenance programs to extend the life of City assets, manage service contracts, and ensure compliance with safety and regulatory standards. This position is funded by the General Support Services fund, for which costs are then allocated to all City funds based on the approved cost allocation methodology.
To support the ongoing transition of transportation responsibilities from Capital Projects to the Community Development Department, an additional Assistant/Associate Transportation Engineer is needed to manage the increased workload and to respond to community requests more efficiently. This General Fund position would provide critical technical support to the Senior Transportation Engineer by handling development review, traffic impact analysis, and coordination with developers and internal divisions. Without this added capacity, project review timelines and customer service levels are at risk as development-related transportation work continues to grow. The proposed position will help improve continuity, responsiveness, and the effective implementation of transportation policies to advance overall safety and traffic management.
A Financial Specialist is proposed in Economic Development to allow for the City to begin performing Cal-AIM billing to get reimbursed for a portion of the costs associated with case management services for the outreach and emergency housing programs serving the unhoused population in West Sacramento. It is anticipated the City could bring in an estimated $600,000 annually by implementing this State billing program.
All requests that impact the Authorized Position List (APL) for the City are detailed in this attachment.
Minimum Wage Compaction
Minimum wage in California was increased January 1, 2026 by 40 cents per hour to $16.90 per hour. At that time, any extra help employee making below that amount was automatically increased to the new minimum wage. However, no adjustments were made to employees earning $16.90/hour or above, creating compaction where lower tenured employees are making the same as experienced or longer tenured staff. To remedy this, $23,100 is requested across various funds to increase all extra help staff by 50 cents per hour, with the minimum City wage being $17.00/ hour.
Position Changes
There is one position change request in the City Manager’s Department to upgrade a vacant HR/Payroll Technician position to HR/Payroll Analyst to better align with the needs of the department given the recent retirement of a long-time employee.
The total impact of position requests for the midyear budget is $136,775 across all funds in FY 2025/26, and a net increase of 3 positions.
Table 1 provides the details of all position requests, including the proposed funding source and total cost.
683
ATTACHMENT 3 – MIDYEAR POSITION CHANGES
3-2
Table 1 – FY 2024/25 Midyear Proposed Position Changes Department Position Title FTE Cost Center Document Ref # Note Public Works ADD Facilities Supervisor 1.00 104-9325 DP-822 NEW Position TOTAL PUBLIC WORKS 1.00 Community Development ADD Assistant/ Associate Transportation Engineer 1.00 101-9655 DP-737 NEW Position TOTAL COMMUNITY DEVELOPMENT 1.00 Economic Development & Housing ADD Financial Specialist 1.00 110-9023 DP-965 NEW Position TOTAL ECON DEV & HOUSING 1.00 City Manager's Office DELETE Human Resource Technician I/II (1.00) 104-9024 DP-961 RECLASS ADD Human Resource Analyst I/II 1.00 104-9024 DP-961 RECLASS TOTAL CITY MANAGER'S OFFICE 0.00 NET INCREASE/(DECREASE) IN FTE 3.00 684
ATTACHMENT 4 – FY 2025/26 MIDYEAR OPERATIONS & MAINTENANCE 4-1
This attachment provides a summary of O&M midyear budget proposals by category. The Attachment starts with a summary list of proposed adjustments. The first column on each summary page includes a reference number. Behind the summary page are detailed pages for each request. These requests are numbered, and the number in the first column of the summary page corresponds to the number at the top of each detailed request page. Council and citizens alike are encouraged to read through the detailed proposals to understand more about each of the requests, why they are being proposed now, and what is intended to be accomplished with the additional funding requested as part of the proposed midyear budget.
FY 2025/26 Midyear O&M Budget Proposals
Department requests proposed for Council consideration with the midyear budget include $2.9 million in one-time funding and $2.7 million in ongoing funding across several City funds.
Salaries, Wages & Benefits
Salaries, Wages & Benefits, including the cost of proposed new positions described in Attachment 3, total $140,000 in one-time funds and $164,875 in annual costs across various funds. Included in this category is $136,775 for the new positions themselves, $45,950 for minimum wage increases and extra help compaction, and $145,000 for overtime costs for Code Enforcement staff and one Fire Battalion Chief assigned to Administrative Duty for 6 months.
Technology & Software Related
Technology related proposals total $12,158 in one-time costs and $570,139 in annual appropriations, primarily in the General Support Services Fund for HR, City Clerk, and IT software and hardware to support these internal functions and operating departments. These costs are ultimately allocated to all City funds based on the level of service provided.
Vehicles & Equipment
The Vehicles and Equipment category includes $199,000 in one-time costs and $322,229 in annual appropriations for vehicles and equipment across various funds and departments. Included is a continuation of the debt financing model we began utilizing to purchase the large amount of vehicles and equipment needed to expand road and park maintenance operations with the adoption of Measure O last year. The midyear budget includes budget to finance several vehicle replacements for vehicles which have reached their useful life, and budget for purchase of HEPA filters, replacement tables and chairs for the Emergency Operations Center, Fire Department equipment, and a Brush Grapple for the Street Sweeping vehicle.
Supplies & Services
The supplies and services category includes $2.5 million in one-time funding requests and $1.6 million in ongoing funding across several funds. One-time appropriation requests include $1.25 million for code enforcement demolition of dangerous buildings - costs that would ultimately be recuperated through the County’s teeter program – funds for updating water and sewer connection fees charged to new development, funds for replacing banners in the bridge district, and funds for police department recruiting.
Ongoing annual requests include $250,000 in Measure G funds annually for the Small Business Accelerator Program to expand to all businesses regardless of location or disadvantaged status, funds for West Sacramento marketing campaign, fire promotional testing, and general government services like waste management refuse service, pest control, landscape services in the CFD areas, and utilities at the new corporation yard to name a few.
Other
The Other category has ongoing appropriations requested of $45,000 to increase the subsidy from the Measure E fund due to less than expected fee revenue. Additionally, in this category are transfers of tax increment revenue from the Measure G fund to the IFD and EIFD funds. These are IFD and EIFD revenues which have been deposited in the Measure G fund and transferred to the IFD and EIFD funds in the past. This action budgets the transfers required to fund one year of debt service payments for the recently issued IFD and EIFD bonds.
685
ATTACHMENT 4 – FY 2025/26 MIDYEAR OPERATIONS & MAINTENANCE 4-2
Table 1 and Chart 1 below provide visual summaries of the midyear O&M budget proposals for FY 2025/26, while Table 2 provides a detailed listing of requests by category.
Table 1 – FY 2025/26 O&M Midyear Budget Proposals by Category Chart 1 – FY 2025/26 O&M Midyear Budget by Category
Table 2 – FY 2025/26 O&M Midyear Budget Proposals by Fund
EXPENSE CATEGORY ONE-TIME ONGOING
Salaries, Wages & Benefits 140,000 164,875
Technology & Software 12,158 570,139
Vehicle & Equipment 199,000 322,229
Supplies & Services 2,505,905 1,610,478
Other - 45,000
NET O&M EXPENSES 2,857,063 2,712,721
Salaries, Wages & Benefits
Technology & Software
Vehicle & Equipment
Supplies & Services
Other
Millions
Midyear O&M by Category
ONE-TIME ONGOING
FUNDING SOURCE ONE-TIME ONGOING
General Fund 599,000 633,597
General Support Services Fund 481,656 1,082,268
Tax Measure Funds 43,070 188,790
Utility Funds 243,500 454,954
Community Investment Fund 1,250,000 275,000
Other Funds 239,837 78,112
TOTAL REQUESTS, NET OF REVENUES 2,857,063 2,712,721
686
ATTACHMENT 4 – FY 2025/26 MIDYEAR OPERATIONS & MAINTENANCE 4-3
Chart 2 – FY 2025/26 O&M Midyear Budget by Fund
General Fund
General Support Services Fund
Tax Measure Funds
Utility Funds
Community Investment Fund
Other Funds
Millions
Midyear Budget by Fund
ONGOING ONE-TIME
687
ATTACHMENT 4 – FY 2025/26 MIDYEAR OPERATIONS & MAINTENANCE 4-4
Table 3 – FY 2025/26 Midyear O&M Budget Details DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING SALARIES, WAGES & BENEFITS 140,000 $ 164,875 $ 737 New Position: Transportation Division Assistant/Associate Transportation Engineer Community Development General Fund - 48,403 822 Facilities Supervisor Public Works General Support Services Fund - 52,000 867 Code Enforcement Overtime Community Development General Fund - 5,000 937 Budget Adjustment for Battalion Chief Administrative Assignment (6-Month Duration) Fire Department General Fund 140,000 - 961 HR Position Upgrade City Manager's Office General Support Services Fund - 6,372 963 Compaction Caused By Minimum Wage Change City Manager's Office General Fund - 23,100 965 Homeless Services Financial Specialist Economic Development & Housing Measure E Fund - 30,000 TECHNOLOGY & SOFTWARE 12,158 $ 570,139 $ 737 New Position: Transportation Division Assistant/Associate Transportation Engineer Community Development General Fund - 1,744 811 Everlaw PRA Software City Manager's Office General Support Services Fund - 62,400 822 Facilities Supervisor Public Works General Support Services Fund 4,000 2,315 853 PhishER Plus Software as a Service City Manager's Office General Support Services Fund - 8,500 876 CrowdStrike Falcon Complete Endpoint Detection and Response Platform City Manager's Office General Support Services Fund - 92,000 884 Flock Safety Contract Renewal/ Update Police Department Measure N Fund - 110,150 892 Office 365 License Increase City Manager's Office General Support Services Fund - 200,000 910 Neogov Learn Module City Manager's Office General Support Services Fund 8,158 31,030 921 Wordly.ai Software - AI Translations and Captions for Events & Meetings City Manager's Office General Support Services Fund - 62,000 VEHICLE & EQUIPMENT 199,000 $ 322,229 $
618 Brush Grapple Public Works Road Fund (Gas Tax) 14,000 -635 Public Works Superintendents Vehicle Purchase Public Works General Support Services Fund - 40,000795 Recreation Programming Support Vehicle Parks & Recreation General Fund - 98,000796 EOC Tables and Chairs Replacement Fire Department General Fund 40,000 -822 Facilities Supervisor Public Works General Support Services Fund - 29,229841 City Hall HEPA Filters Public Works General Support Services Fund - 40,000843 Thermal Imaging Cameras Fire Department General Fund 75,000 -844 Replacement Defibrillators Fire Department General Fund 70,000 -865 CRRD Vehicle Maintenance Increase Fire Department General Fund - 20,000886 Additional Parks Operations Costs Parks & Recreation General Fund - 20,000900 Fleet Division Vehicle Replacement Public Works General Support Services Fund - 20,000901 Facilities Division Vehicle Replacement Public Works General Support Services Fund - 20,000944 Facilities Scissor Lift Public Works General Support Services Fund - 10,000953 Mobile Radio Replacement for WSFD Apparatus Fire Department General Fund - 25,000 SERVICES & SUPPLIES 2,505,905 $ 1,610,478 $
460 Permanent Records Scanning City Manager's Office General Support Services Fund - 100,000591 Additional Funding for Security Parks & Recreation General Fund - 29,500692 Parks & Recreation Organizational Study Parks & Recreation General Fund 100,000 - 688
ATTACHMENT 4 – FY 2025/26 MIDYEAR OPERATIONS & MAINTENANCE 4-5 DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING SERVICES & SUPPLIES 2,505,905 $ 1,610,478 $ 697 CFD Landscape Maintenance Inflation Offset Parks & Recreation CFD Funds 150,837 (17,602)737 New Position: Transportation Division Assistant/Associate Transportation Engineer Community Development General Fund 5,500 3,650 799 Climate Action Fund Community Development Budget Stabilization Fund - 30,000800 Stormwater Program Community Development Budget Stabilization Fund - 10,000809 Sewer Manlift Inspection & Maintenance Public Works Sewer Enterprise Fund - 15,888810 Cintas First Aid/AED/Safety Service Public Works General Support Services Fund - 30,542818 Recruitment Budget Police Department General Fund 100,000 -820 Training Budget Increase Police Department General Fund - 86,000822 Facilities Supervisor Public Works General Support Services Fund - 45,115826 IT Server Uninterruptible Power Supply Public Works General Support Services Fund - 3,200828 Fire Extinguisher Inspection Public Works General Support Services Fund - 7,146831 Leak Detection Assessment Public Works Water Enterprise Fund - 155,000840 Pedestrian and Flashing Beacon Maintenance Public Works Road Fund (Gas Tax) - 25,920841 City Hall HEPA Filters Public Works General Support Services Fund - 10,000842 Waste Management at New Corp Yard Public Works General Support Services Fund 27,400 35,719846 Increase to Operations EMS and Stations & Grounds Budgets Fire Department General Fund - 29,200882 Age Friendly Programming City Manager's Office Measure E Fund 40,000 -883 Community Academy City Manager's Office General Support Services Fund - 8,000886 Additional Parks Operations Costs Parks & Recreation General Fund - 141,500890 Washington Park and Streetscapes Maintenance (Four40) Parks & Recreation General Fund - 16,500894 Public Works Standard Operating Procedure (SOP) Development Public Works Public Works Admin Fund 50,000 -895 Sycamore Trail Phase II Parks & Recreation General Fund - 22,500897 Discovery Preschool Revenue Adjustment Parks & Recreation Measure E Fund - -898 Water Treatment Plant Chemical Costs Public Works Water Enterprise Fund - 189,593899 Traffic Signal Fuel Cell Backup Maintenance & Repair Public Works Road Fund (Gas Tax) - 25,000902 Pump Site Crane Inspection and Maintenance Public Works Sewer Enterprise Fund - 12,250903 HR Resource Support City Manager's Office General Support Services Fund 30,000 -904 Sludge Pond Hauling Public Works Water Enterprise Fund - 25,000905 Strength Assessment for CP Department Capital Projects General Fund 18,500 -913 Lead & Copper Testing Services Public Works Water Enterprise Fund 33,500 -915 Ongoing Pest Control Services - New Corp Yard Public Works Public Works Admin Fund - 3,144916 Water Quality Laboratory Services Public Works Water Enterprise Fund - 46,000917 YCPARMIA Budget - CJPRMA Assessment City Manager's Office General Support Services Fund 244,098 -918 Management Leadership Academy City Manager's Office General Support Services Fund - 116,000922 Public Works O&M Requests Public Works General Support Services Fund - 35,700924 USDA APHIS Wildlife Services City Manager's Office General Fund - 5,000926 City Security Services - Additional Funds Public Works General Support Services Fund 98,000 -927 Purified Drinking Water Delivery Public Works Public Works Admin Fund - 1,650930 Fee Assistance (Recreation Programming) Parks & Recreation General Fund - 9,000933 Work Based Learning Management Platform for Home Run City Manager's Office Measure E Fund 3,070 3,640940 Budget Increase for Atmospheric Monitoring Equipment Fire Department General Fund - 11,000943 Code Enforcement Demolition of Dangerous Buildings Community Development Community Investment Fund 1,250,000 -946 Third-Party Support for Promotional Testing & Assessment Services Fire Department General Fund - 30,000 689
ATTACHMENT 4 – FY 2025/26 MIDYEAR OPERATIONS & MAINTENANCE 4-6 DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING SERVICES & SUPPLIES 2,505,905 $ 1,610,478 $ 947 Planning Commissioner Academy (Conference)- League of Cities Community Development Community Development Fund 25,000 -948 Recreation Center Building Maintenance Parks & Recreation General Fund - 8,500954 West Sacramento Marketing Campaign Economic Development & Housing Community Investment Fund - 25,000955 Book of Fees Master Update Finance General Support Services Fund 65,000 -957 Executive Coaching City Manager's Office General Support Services Fund - 10,000958 Small Business Accelerator Program Economic Development & Housing Community Investment Fund - 250,000959 Water and Sewer Connection Fee Update Finance Sewer Enterprise Fund 90,000 -960 Utility Rate Study Supplemental Funding Finance Sewer Enterprise Fund 120,000 -961 HR Position Upgrade City Manager's Office General Support Services Fund 5,000 5,000962 Landscape Maintenance Public Works Water Enterprise Fund - 11,223966 Bridge District Banner Repair/Replacement Economic Development & Housing General Fund 50,000 - OTHER - $ 45,000 $
897 Discovery Preschool Revenue Adjustment Parks & Recreation Measure E Fund - 45,000967 Transfer TI Revenues to IFD/EIFD for Debt Service Finance Community Investment Fund - - 2,857,063 2,712,721
690
Budget Decision Package
$100,000.00
$100,000.00
$200,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00460
Status: Budget Review
Title: Permanent Records Scanning
Department: City Manager's Office Priority: 1
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The demand for access to public records continues to increase and the City is averaging 400 public records requests per year. The majority of the City's PRA requests are for documents that can be made accessible online if they were available in an electronic format. The increasing number of PRA requests, coupled with the amount of time to retrieve non-electronic records, has resulted in a full-time staffer working up to 100% of the time fulfilling requests and managing records.
Approximately 400 boxes of unscanned building permits remain in the attic at South River Road following the initiation of the Permanent Records Scanning Project and the execution of the City's contract with ARC. There are additional boxes of permanent Port and City Clerk records stored in another room at South River Road which need to be relocated. Instead of relocating records and paying for storage it would be a better practice to scan all of the City's permanent records, allowing for public access to those records that are not confidential or privileged. Doing so would forego any storage costs and reduce the amount of staff time used retrieving records for projects and public records requests.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9022 5261 Scanning Project
Funds will be used to contract for imaging services to
scan permanent records for the City Clerk's Office, Port, and other City Manager Office records. After quality
control is performed, imaged permits will be destroyed.
Once upgrades to the OnBase Client software are
complete and the images are uploaded they will be
made publicly available for efficient retrieval, as long as they are not confidential or privileged to be determined with assistance from the City Attorney.
$100,000.00 $100,000.00
Total $100,000.00 $100,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
All permanent records should be imaged as a matter of good records management practice. Staff is proposing to amend the existing ARC scanning contract to continue providing scanning and digitizing the City's permanent records stating with Port, City Clerk, and City Manager records. Doing so will free up space in City Hall as well as the current off-site storage space and provide for faster, easier access to the commonly requested records by the public and staff.
ATTACHMENT 4 4-7
691
Consequences of Not Funding:
1. No space available for storage of boxes.
2. Increased liability for staff accessing boxes in an unsafe environment.
3. Increased chance of records being damaged at the current off-site location.
4. Inability for public to easily access records.
4. Poor and inefficient use of staff time to retrieve records.
Alternatives Considered:
1. Hiring additional staff to retrieve and produce records.
2. Using admin staff to retrieve and produce records.
3. Using staff that are assigned to light duty to scan more recent permits and additional permanent records to help get caught up.
Section 4 - Attachments
ATTACHMENT 4 4-8
692
Budget Decision Package
$29,500.00
$30,385.00
$59,885.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00591
Status: Budget Review
Title: Additional Funding for Security
Department: Parks & Recreation Priority: 1
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Significant Increase
When the contract was first presented to Council, the full scope and costs for Park services was underfunded. The contractor has since increased rates for year two. This additional funding will allow Westacre, Heritage Oaks, Sycamore trail, Southport Levee Trail, the Broderick Boat Ramp, and the Community Center to maintain current security coverage, ensure public and employee safety, and cover the contractor’s rate increase. This request does not include security for facility rentals, which are funded through rental revenue.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9517 5261 Community Center Security
Requesting funding to maintain current level of Security Services for our Community Events.
Current Projected Cost $69.7k
Current Budget $59.5k
$11,000.00 $11,330.00
101 9520 5261 Parks Mobile Security
Mobile Patrol monitors the parks maintenance shop and
now that our dept has taken over majority of the old corp yard, we will see an increase in the overall costs that parks will be responsible for. Also, our contract rate has increased in addition to two parks that we didn't budget for when this contract originally came into effect,
therefore, we need to ensure we have budget for these
costs for Westacre and Heritage Oaks Park.
Current Projected Cost: $30k
Current Budget: $26.2k
$3,000.00 $3,090.00
110 9510 5261 Trails Security
We never appropriated for Mobile Security with the initial contract; therefore, this is to appropriately budget for the services that are provided at Southport Levee Trailhead and Sycamore Trail.
Current Projected Cost: $14k
Current Budget: $9.1k
$5,000.00 $5,150.00
110 9019 5261 Broderick Boat Ramp
Additional funding is needed because the current budget doesn't cover the cost of the annual mobile patrol of this area which is Broderick Boat Ramp and the Parking lot
to monitor unhoused.
Current Projected Cost: $15k
Current Budget: $4.5k
$10,500.00 $10,815.00
Total $29,500.00 $30,385.00
ATTACHMENT 4 4-9
693
Section 3 - Detailed Information
Objectives/Need for Request:
Due to increased rates from the current contractor, this additional funding is necessary to help maintain the security services while ensuring the safety of staff and the public. Consistent security coverage is essential during operating hours at the Community Center. Additionally, some areas that are currently provided security monitoring throughout the city experience challenges related to unhoused individuals, making it important to maintain rather than reduce mobile security services.
Consequences of Not Funding:
1. Risk to Safety and Operations: Without adequate funding for security services, our facilities may face unsafe conditions, reduced operational hours, and potential liability issues, impacting both staff and visitors.
2. Negative Impact on Community Engagement: Insufficient security at our facilities could lead to decreased participation in programs, erosion of public trust, and diminished access to essential services, undermining the center's role in the community.
Alternatives Considered:
One alternative considered was to reduce its days and hours of operation. While this could potentially lower operational costs, it is not recommended:
1. Rationale Against Reduction: The Community Center offers essential services aligned with the City Council’s Strategic Plan, which emphasizes core services and community engagement. Cutting access would adversely affect community members who depend on the center for recreational, educational, and social opportunities. The public boat dock, the parks maintenance corp yard, and public parks hold incredible value to not only our residents, but our staff.
2. Impact on Community: Limiting hours could lead to decreased program participation, lower community engagement, and a weakened sense of community cohesion, contradicting the commitment to provide comprehensive services.
Section 4 - Attachments
ATTACHMENT 4 4-10
694
Budget Decision Package
$14,000.00
$0.00
$14,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00618
Status: Budget Review
Title: Brush Grapple
Department: Public Works Priority: 3
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
One Time Expenditure
The Public Works Department has recently received a new John Deere loader for multi-divisional use. This piece of equipment will be used by Roads to handle brush clearing, and a brush grapple will make that job more efficient.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
201 9210 5575 Brush Grapple
To purchase brush grapple for John Deere loader.
$14,000.00 $0.00 Yes
Total $14,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
To purchase an attachment for the John Deere loader that will make brush clearing for safety and aesthetics more efficient.
Consequences of Not Funding:
The Roads division will need to use the clamp attachment, which is more cumbersome to use and also has a higher possibility of sparking against rocks, potentially causing a brush fire.
Alternatives Considered:
The Roads division could use the clamp attachment that came with the loader.
Section 4 - Attachments
Attachment Attachment Description
Quote for Brush Grapple
Image of Brush Grapple
ATTACHMENT 4 4-11
695
Budget Decision Package
$40,000.00
$40,000.00
$80,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00635
Status: Budget Review
Title: Public Works Superintendents Vehicle Purchase
Department: Public Works Priority: 3
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
The Utility Superintendent and Facilities & Fleet Superintendent positions currently have an assigned leased vehicle, which is a passenger SUV. Based on the needs of the department, a truck would be better suited for these positions, as there are many times where materials need to be transported to a job site that a passenger SUV cannot reasonably accommodate. The decision package is submitted for the purpose of financing these vehicles.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5412 Fleet & Facilities Superintendent Vehicle 50% of the cost of the vehicle- this position is funded equally between 104-9325 and 104-9326.
$10,000.00 $10,000.00
104 9326 5412 Fleet & Facilities Superintendent Vehicle 50% of the cost of the vehicle- this position is funded equally between 104-9325 and 104-9326.
$10,000.00 $10,000.00
201 9210 5412 Utility Superintendent Vehicle
25% of the cost of the vehicle- this position is funded equally between 201-9210, 215-9230, 501-9410, and
506-9611.
$5,000.00 $5,000.00
215 9230 5412 Utility Superintendent Vehicle
25% of the cost of the vehicle- this position is funded equally between 201-9210, 215-9230, 501-9410, and
506-9611.
$5,000.00 $5,000.00
501 9410 5412 Utility Superintendent Vehicle
25% of the cost of the vehicle- this position is funded equally between 201-9210, 215-9230, 501-9410, and
506-9611.
$5,000.00 $5,000.00
506 9611 5412 Utility Superintendent Vehicle
25% of the cost of the vehicle- this position is funded equally between 201-9210, 215-9230, 501-9410, and
506-9611.
$5,000.00 $5,000.00
105 9910 5950 Tsfr from Budget Stabilization to Storm
tsfr to storm
$5,000.00 $5,000.00
215 9230 4990 Tsfr from Budget Stabilization to Storm
Tsfr from Budget Stabilization
($5,000.00) ($5,000.00)
Total $40,000.00 $40,000.00
ATTACHMENT 4 4-12
696
Section 3 - Detailed Information
Objectives/Need for Request:
Based on the current state electric fleet requirements, staff is recommending the purchase, not lease, of two Ford F150 Crew Cab Lightning Pro with an extended-range battery. This truck is fully electric, which helps the City align with the state requirement, and the addition of the extended battery pushes the Gross Vehicle Weight Rating (GVWR) over 10,000 lbs,, which allows it to qualify as a heavy-duty EV purchase instead of a passenger EV purchase. The vehicle currently assigned to the Utility Superintendent would be returned to Enterprise, as the lease has ended. The vehicle currently assigned to the Facilities & Fleet Superintendent, and their current lease (2022 Ford Escape) would move over to the Administrative division (610-9650). The existing 2015 Ford Escape would either be able to be sold to offset the continuing lease costs or could be moved to the City Pool to replace another, older vehicle.
Consequences of Not Funding:
The City needs to take aggressive action in order to meet the states electric fleet requirements. The hardest vehicles to acquire will be those that are classified as "heavy duty" (GVWR 10,000 lbs+). Right now, these passenger trucks qualify due to the larger battery size, but it is unlikely this will continue to be an option moving forward- they will likely restrict the definition to "work" trucks and passenger trucks such as these will no longer qualify.
Alternatives Considered:
Staff has considered replacing the existing Utility Superintendent lease with a new electric option leased from Enterprise; however, the high interest rates at the moment are a strong deterrent.
Section 4 - Attachments
Attachment Attachment Description
Ford Lightning - Quote
26JRTN - 22 Ford Escape Lease
ATTACHMENT 4 4-13
697
Budget Decision Package
$100,000.00
$0.00
$100,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00692
Status: Budget Review
Title: Parks & Recreation Organizational Study
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
One Time Expenditure
The Parks and Recreation department will be experiencing a large amount of growth over the next two years while adding new and modern park facilities with features such as updated splash parks, Pickleball Courts, reflexology paths, pollinator gardens, a Skate Park, a BMX skills course and an All-Wheel Pump track to the department purview. The Bryte Park Master Plan Implementation Project will also include a community pool, splash pad and a combination of natural and synthetic turf playfields. In order to plan accordingly, maximize efficiency and achieve the required service level necessary to maintain a high level of service and programming, the Parks and Recreation Department will need to conduct an operational needs assessment and organizational study.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
107 9500 5261 Parks & Recreation Organizational Study
Funding requested for an organizational analysis to
ensure adequate staffing levels and structures Parks and Recreation Department in preparation for Bryte Park
Expansion.
$100,000.00 $0.00 Yes
Total $100,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
1. Assess current staffing levels compared to program and service delivery.
2. Project future facility needs and staffing requirements.
3. Evaluate department staffing structure and provide staffing recommendations based on best practices and anticipated growth.
4. Provide strategies to improve operational efficiencies Consequences of Not Funding:
Not funding the organizational analysis may result in inadequate staffing, and operational inefficiency which will affect the departments' ability to maintain parks, facilities and meet a high level of standard of services.
Alternatives Considered:
1. Not funding the study.
2. Partial Funding and only conduct a needs assessment.
Neither alternative is recommended and could lead to inadequate financial stewardship and mismanagement of resources.
ATTACHMENT 4 4-14
698
Budget Decision Package
$133,235.00
($17,602.00)
$115,633.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00697
Status: Budget Review
Title: CFD Landscape Maintenance Inflation Offset
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Significant Increase
When Community Facility Maintenance Districts (CFDs) are created, developers estimate costs for essential services like street lighting, tree care, and landscape maintenance. However, CFD dues can only increase by up to 4% annually, while maintenance costs have risen about 12% per year over the past six years, creating a funding gap.
This request seeks to offset part of that shortfall and restore maintenance to adequate levels. Currently, only basic services are being performed; some tree pruning cycles have been extended, and key tasks such as landscape renewal, mulching, replanting, and irrigation or lighting upgrades have been deferred due to budget constraints.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
269 9176 5241 CFD additional expenses
Additional expenses for FY
$5,365.00 $0.00 Yes
269 9177 5241 CFD additional expenses
Additional Expenses if FY
$34,755.00 $0.00 Yes
269 9178 5241 CFD additional expenses
Additional exp for FY
$38,737.00 $0.00 Yes
269 9179 5241 CFD additional expenses
Additional FY expenses
$13,218.00 $0.00 Yes
269 9180 5241 CFD additional expenses
Additional FY expenses
$1,127.00 $0.00 Yes
269 9183 5241 CFD additional expenses
Additional FY expenses
$33,251.00 $0.00 Yes
269 9185 5241 CFD additional expenses
Additional FY expenses
$3,360.00 $0.00 Yes
269 9193 5241 CFD additional expenses
Additional FY expenses
$8,999.00 $0.00 Yes
269 9194 5241 CFD additional expenses
Additional FY expenses
$10,700.00 $0.00 Yes
269 9188 5241 CFD additional expenses
Additional FY Expenses
$1,325.00 $0.00 Yes
269 9176 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($1,135.00) ($1,135.00)
269 9177 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($1,584.00) ($1,584.00)
269 9178 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($3,028.00) ($3,028.00)
269 9179 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($1,920.00) ($1,920.00)
ATTACHMENT 4 4-15
699
269 9180 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($753.00) ($753.00)
269 9181 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($511.00) ($511.00)
269 9183 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($3,900.00) ($3,900.00)
269 9184 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($705.00) ($705.00)
269 9185 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($889.00) ($889.00)
269 9186 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($206.00) ($206.00)
269 9188 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($837.00) ($837.00)
269 9189 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($1,225.00) ($1,225.00)
269 9192 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($399.00) ($399.00)
269 9194 5241 Reduce Annual Fund Balance Contribution
Reduce Annual Fund Balance Contribution
($510.00) ($510.00)
Total $133,235.00 ($17,602.00)
Section 3 - Detailed Information
Objectives/Need for Request:
With CFD maintenance costs increasing by an average of 12% annually over the past six years and CFD dues capped at a 4% increase per year, this request aims to offset the growing gap between rising landscape maintenance expenses and available CFD funds.
- Review irrigation, make necessary repairs/improvements - Remove dead, diseased, or invasive plants
- Remove Non-Functional Turf (NFT) per Climate Action Plan (CAP) - Replant landscape plants (using native or adapted plants) - Replace or add trees to improve canopy coverage (CAP) - Mulch landscapes with SB 1383 approved mulch/compost
- Other landscape or open space related projects needed within the CFD - Sidewalk replacement and irrigation repairs in areas affected by city trees Consequences of Not Funding:
1. Deteriorating Quality and Safety: Lack of funding will result in declining landscape conditions and increased safety hazards, negatively impacting community satisfaction and quality of life.
2. Higher Long-Term Costs: Insufficient maintenance funding can lead to more extensive repairs in the future, ultimately increasing operational costs and straining community resources.
Alternatives Considered:
1. Tiered Maintenance Approach: Implementing a tiered maintenance strategy that prioritizes high-traffic areas while reducing services in less frequented spaces.
2. Reduced Scope of Services: Without secured funding, the scope of maintenance services could be limited, deferring non-essential tasks like tree care and irrigation system upgrades.
Section 4 - Attachments
Attachment Attachment Description
CFD Breakdown
ATTACHMENT 4 4-16
700
Budget Decision Package
$59,297.00
$173,848.00
$233,145.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00737
Status: Budget Review
Title: New Position: Transportation Division Assistant/Associate Transportation Engineer Department: Community Development Priority: 1 Contact: Jason McCoy Phone: (916) 617-4832
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
New Program/Initiative
The workload of the city's Senior Transportation Engineer (Traffic Engineer) has reached maximum output, however daily tasks that would be more efficiently performed by assistant/associate level staff does not allow time to perform work associated with complex issues including initiating and managing existing approved CIPs and fee programs including the Traffic Impact Fee Update and VMT Mitigation Fee program.
The Assistant/Associate level Transportation Engineer would perform a variety of entry-level to medium complexity engineering and transportation planning tasks delegated by the Traffic Engineer resulting in increased efficiency and more timely implementation of the CIP, more efficient and more responsive customer service including Transportation permit processing and West Sacramento Connect, and assistance with essential traffic control plan reviews (required by trained engineering staff), and help completing assigned tasks in support of the City Traffic Engineer including:
research of existing regulations, statutes, codes and ordinances concerning traffic engineering issues; conducting field surveys as directed by the Traffic Engineer, participating in the work of collecting, tabulating, and analyzing traffic information such as traffic flow and hazardous traffic situations; writes agenda reports for bidding and award of contracts and other related transportation planning and engineering activities; manages/oversees development of minor to moderately complex transportation projects with oversight by the Traffic Engineer; monitors grant programs and participates in pursuit of federal, State and regional traffic infrastructure funding sources; carries out traffic engineering assignments involving traffic circulation design, traffic safety studies, and collection and analysis of traffic data; participates in the preparation of reports for the Traffic Engineer; conducts speed surveys, travel time, and delay surveys; performs site distance studies, and traffic warrant studies; serves as staff to the City Transportation and Mobility Commission, and Traffic Committee; responds to citizen inquiries and complaints on West Sacramento Connect, in-person and by phone; processes transportation permits, responds to inquiries for rideshare and micromobility program participation, and participates in community outreach and engagement activities as part of the Transportation and Mobility Division.
Section 2 - Costs
ATTACHMENT 4 4-17
701
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9655 5111 Assistant/Associate Transportation Engineer This fully-loaded, permanent FTE request is necessary
to maintain expected response times for West
Sacramento Connect and offload time and cost for
Senior level staff to respond to resident complaints
averaging over 200 requests/complaints annually, allow
Traffic Engineer to more appropriately allocate time to more complex tasks and traffic project management and
delegate minor tasks, research and traffic engineering
plan reviews to assistant staff. Provides additional
needed help with the public for processing transportation permits and West Sacramento On-Demand assistance,
and provides assistance to Traffic Engineer to perform
traffic warrant studies, speed surveys and other technical work at reduced cost.
$48,403.00 $208,454.00
101 9655 5251 Assistant/Associate Transportation Engineer Office supplies/Equipment/software for new Employee
including laptop, office furniture.
$5,500.00 $0.00 Yes
101 9655 5256 Assistant/Associate Transportation Engineer Engineering licensing and membership cost
$1,000.00 $1,000.00
101 9655 5258 Training/Conferences
Annual budget for new position for trainings and
conferences.
$1,000.00 $1,000.00
101 9655 5256 Annual Membership Dues
Annual membership dues for New Position:
Assistant/Associate Transportation Engineer.
$750.00 $750.00
101 9655 5215 Uniform, Equipment and Supplies
Annual PPE for Transportation Associate/Assistant
Engineer
$300.00 $300.00
101 9655 5221 Communications Expense for New Position
Annual communications expenses for Transportation
Associate/Assistant Engineer
$600.00 $600.00
101 9655 5257 Office, Adobe, BlueBeam, 8x8
Office, Adobe, BlueBeam, 8x8
$1,744.00 $1,744.00
101 9655 4790 Salary Offset
Estimated time this position would charge to projects is 40%. Roberta put in lesser offset until proven by actual charge outs. No revenue this FY as position will be
training once recruited late in FY.
$0.00 ($40,000.00)
Total $59,297.00 $173,848.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of this entry-mid-level transportation engineering position is to offset the daily workload of the City Traffic Engineer to staff with a lower rate of pay so that the Senior Engineer can focus on more complex tasks and initiating pending CIPs that are currently not possible to manage under the current workload. This will simultaneously provide more bandwidth and engineering expertise necessary to perform work that is currently still being done by the Capital Projects Engineers such as traffic control plan reviews and offload some of their work to increase their ability to focus on Capital Projects. Work that cannot be completed by Transportation Planning staff members (who are also at maximum workload) include conducting and analyzing speed surveys, travel time and delay surveys, traffic warrant and traffic signal analyses, and other entry level transportation engineering tasks. This position will offload some of the work of Transportation Planning staff who can then focus on grant writing and project management and reduce time spent on customer service and transportation permit processing.
ATTACHMENT 4 4-18
702
Consequences of Not Funding:
Increased Project Delays: Without this entry level position, the City Traffic Engineer will face difficulty managing current and projected workload leading to extended review time, project backlog, and inability to address the growing time demand experienced with the West Sacramento Connect system.
Reduced Service Quality: A lack of adequate staffing could compromise the quality and consistency of services provided to the community, to developers for transportation infrastructure reviews. Currently public demand for traffic infrastructure and traffic calming solutions outweighs the time and budget allocated to address existing need. As the city continues to grow, this issue will only be increasingly challenging. Currently, staff are experiencing increasing hostility from members of the public for the perception of a lack of ability to address their demands.
Higher long-term cost: We have found that the need for on-call traffic engineering services is growing and due to lack of budget, staff finds ourselves needing to find/request additional budget to use those services at a higher rate than would have otherwise been needed using City staff, or we have made the decision to delay project implementation where budget is not available. As the need for additional staff continues to grow, we will need to seek increasingly larger CIP budgets in anticipation of using more consultants to perform regular daily tasks on behalf of City staff.
Continued use of CP Department staff: As the City Traffic Engineer's workload is already too great to handle existing need for CIP, development, and daily needs, CDD is relying on use of CP staff for processing of traffic control plans, which is a task that should be conducted by an assistant/associate level staff person with oversight by the Traffic Engineer. Without this position, CDD will continue to rely on engineers outside the department to take on more work as needed. This will continue to push the priorities of CP or would leave our department unable to respond leaving work unaddressed or significantly delayed.
Alternatives Considered:
Alternatives considered included using on-call traffic engineering to supplement the need for staff, however outsourcing customer service needs to consultants is not preferred as City residents want to communicate directly with city staff, therefore, we would continue to require the Senior level staff to review and process resident phone calls and complaints which is not an efficient use of their time. For basic engineering level studies and analysis, the two options include continuing to rely on CP to take on more work associated with development and maintenance project traffic control plans and other engineering studies, or having to outsource that work to consultants. Given the extended timeframe required to procure consultants, it is likely that projects will continue to be delayed or remain unaddressed for extended periods of time until workloads are reduced to take on new work.
Section 4 - Attachments
Attachment Attachment Description
New position Request -
Assistant/Associate/Senior Engineer (Traffic)
ATTACHMENT 4 4-19
703
Budget Decision Package
$28,000.00
$8,000.00
$36,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00795
Status: Budget Review
Title: Recreation Programming Support Vehicle
Department: Parks & Recreation Priority: 1
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
One Time Expenditure
To support the growing needs of Recreation Programming and ensure the safe transport of supplies and equipment, staff has identified a need for a dedicated cargo van due to the nature of their work with community events. This vehicle was planned in coordination with Recreation Managers and the Parks Superintendent and will help reduce health and safety risks associated with current transport methods. It will also improve the availability of existing passenger vans by taking over cargo-related duties. The decision package is submitted for the purposes of financing these vehicles.
The cargo van will be integrated into Parks Operations & Maintenance’s (O&M) long-term planning, with its lifecycle replacement and upkeep included in the department’s annual budget. In line with the City’s standard fleet practices, the vehicle will be purchased through approved vendors to ensure quality and cost-efficiency.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
207 9510 5412 Vehicle Purchase
Purchase the vehicle for Recreation Programming to
haul community events materials/supplies.
$20,000.00 $0.00
101 9510 5255 Maintenance/Repair Costs
Maintenance and Repair Costs
$3,000.00 $3,000.00
101 9510 5255 Fuel Costs
Additional funding for adding a new vehicle to the park's maintenance fleet.
$5,000.00 $5,000.00
107 9510 5950 Transfers Out
Transfer Out to 207 for Vehicle Purchase
$20,000.00 $20,000.00
207 9510 4990 Transfers In
Transfer In from 101
($20,000.00) ($20,000.00)
Total $28,000.00 $8,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
- Secure funding for the purchase and upfitting of one new fleet vehicle to support Recreation Programming needs. - Obtain additional annual funding to cover the vehicle’s maintenance, repairs, and fuel costs.
ATTACHMENT 4 4-20
704
Consequences of Not Funding:
Not funding this vehicle purchase would result in continued vehicle availability limitations, along with continued staff safety risks due to improper transportation and securing infrastructure. Any downtime will impact the ability for staff to perform core services for City recreational programming. Not approving annual funding for maintenance/repairs and fuel expenses would result in continued budget overages, along with reduced funding available in Recreation budgets for other necessary critical Recreation activities/events.
Alternatives Considered:
Recreation can continue using existing Parks and Recreation vehicles. - Pros: Avoids the immediate cost of purchasing a new vehicle. - Cons: Ongoing scheduling conflicts due to limited vehicle availability and continued safety risks from using unsuitable transportation methods.
Section 4 - Attachments
ATTACHMENT 4 4-21
705
Budget Decision Package
$40,000.00
$0.00
$40,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00796
Status: Budget Review
Title: EOC Tables and Chairs Replacement
Department: Fire Priority: 3
Contact: Steven Binns Phone: (916) 617-4606
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
One Time Expenditure
For almost 20 years, the Fire Department has occupied the current administration office and over these many years we have seen a myriad of updates and upgrades from structural improvements to carpet and paint. One building element that we have not invested in is our furniture (tables and chairs) in the Emergency Operation Center/Community Room.
We have been diligent over the years in an exercise of fiscal responsibility by replacing and repairing damaged pieces as needed, but given the age of the items, we can longer purchase like for like and are in a conundrum to keep our damaged and mix-matched furniture or replace the lot.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
107 9151 5571 EOC Table and Chair Replacement
For almost 20 years, the Fire Department has occupied
the current administration office and over these many
years we have seen a myriad of updates and upgrades
from structural improvements to carpet and paint. One
building element that we have not invested in is our
furniture (tables and chairs) in the Emergency Operation Center/Community Room. We have been diligent over
the years in an exercise of fiscal responsibility by
replacing and repairing damaged pieces as needed, but
given the age of the items, we can longer purchase like for like items and are in a conundrum to keep our
damaged and mix-matched furniture or replace the lot.
$40,000.00 $0.00 Yes
Total $40,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
With the EOC/Community Room a public place that is utilized often for extended periods of time, Fire would like to provide a welcome and comfortable public space and experience for the public and staff.
Consequences of Not Funding:
Fire will continue to maintain and replace furniture to the best of our abilities.
Alternatives Considered:
None
Section 4 - Attachments
ATTACHMENT 4 4-22
706
Budget Decision Package
$30,000.00
$30,000.00
$60,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00799
Status: Budget Review
Title: Climate Action Fund
Department: Community Development Priority: 2
Contact: Ryan Burnett Phone: (916) 617-5025
Mandatory: No
Section 1 - General Information
Strategic Plan:
Climate Action Plan Implementation
Description:
Project Type:
New Program/Initiative
This decision package is to help fund the Climate Action Fund. This decision package is requesting fund for in-home kits that include items like energy saving light bulbs, etc.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9613 5259 Water Conservation
Using existing water conservation funds toward
supporting Climate Action Fund.
$5,000.00 $5,000.00
511 9450 5259 Refuse Fund
Pulling funds from the Refuse cost center to support the Climate Action Fund.
$20,000.00 $20,000.00
215 9232 5259 Stormwater
Pulling funds from the Stormwater cost center to support the Climate Action Plan.
$5,000.00 $5,000.00
215 9232 4990 Transfer In from GF to Stormwater
Transfers In from General Fund
($5,000.00) ($5,000.00)
105 9910 5950 Transfers Out to Stormwater
Transfers out to Stormwater
$5,000.00 $5,000.00
Total $30,000.00 $30,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of the Climate Action Fund is to increase adoption of sustainable practices throughout the City to meet Climate Action Plan goals. Beginning in FY25-26, the Sustainability Division will launch numerous programs to provide education and participation in climate-forward practices. Staff will launch the "West Sac Climate Champ" outreach campaign to educate residents and businesses on the newly adopted Climate Action Plan. This outreach program will include stickers and education. Additionally, staff will create a new "Home Energy Audit" program (which is listed as Action 16 within the City's recently adopted Climate Action and Adaptation Plan). This new program will provide assessments of home energy use, water use and recycling practices; and will also provide free materials like lightbulbs, aerators, smart power strips, weather stripping and other energy saving materials for residents. The "Home Energy Audit" program is a key initiative in light of the upcoming water and sewer rates in 2026; and the refuse rate increases expected in 2027, when a new waste hauler contract begins. These new rate increases will stir frustration within the community. The "Home Energy Audit" program is the perfect solution. It's a win-win for the community.
Consequences of Not Funding:
If the City does not provide money toward the Climate Action Fund, we will further delay social adoption of climateforward practices. This will result in higher energy bills, reduced trust in government policy and a reduction in local air quality.
ATTACHMENT 4 4-23
707
Alternatives Considered:
Move funding from another city source.
Section 4 - Attachments
ATTACHMENT 4 4-24
708
Budget Decision Package
$10,000.00
$10,000.00
$20,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00800
Status: Budget Review
Title: Stormwater Program
Department: Community Development Priority: 2
Contact: Ryan Burnett Phone: (916) 617-5025
Mandatory: No
Section 1 - General Information
Strategic Plan:
Stormwater Flood Protection & Maintenance
Description:
Project Type:
Change to Existing Program/Service
This request seeks authorization to transfer additional Stormwater Utility Funds to support the expanded requirements of the City’s Municipal Separate Storm Sewer System (MS4) Permit implementation. The reallocation will provide funding for professional memberships, staff training, consultant services, and the expansion of the State-mandated trash collection program. These expenditures are necessary to maintain compliance with the City’s National Pollutant Discharge Elimination System (NPDES) permit and to advance local stormwater quality initiatives.
Key activities to be funded include:
Consultant support for monitoring, reporting, and permit implementation.
Professional memberships and certifications (e.g., CASQA, CWEA) to maintain technical expertise.
Staff training to meet evolving State Water Board and Regional Board standards.
Expansion of the City’s mandated trash capture and collection program, including installation, maintenance, and monitoring.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
215 9232 5256 Stormwater Program
Funds needed to pay for MS4 permit, memberships,
training, expanding the Litter Brigade program and
consultant fees.
$10,000.00 $10,000.00
105 9910 5950 Transfers Out-Stormwater
Transfers Out to Stormwater
$10,000.00 $10,000.00
215 9232 4990 Transfers In-GF
Transfers In from General Fund
($10,000.00) ($10,000.00)
Total $10,000.00 $10,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
1. Ensure regulatory compliance with the City’s MS4 permit, minimizing the risk of violations, enforcement actions, and associated penalties.
2. Advance stormwater quality management and reduce pollutants entering local waterways.
3. Enhance staff capability and professional development through memberships and technical training aligned with best practices.
4. Expand the trash collection program to meet the full coverage requirements of the State’s Trash Amendments.
5. Provide adequate technical and consulting resources to ensure timely completion of reports, monitoring, and documentation required by the Regional Water Quality Control Board.
ATTACHMENT 4 4-25
709
Consequences of Not Funding:
Failure to provide the additional funding will jeopardize the City’s ability to comply with State and federal stormwater regulations. Without these resources:
1. The City may fall out of compliance with the MS4 permit, leading to fines, enforcement actions, and reputational damage.
2. The trash capture program would remain incomplete, risking noncompliance with the mandated 100% trash load reduction requirement.
3. Staff would lack adequate training and professional resources, reducing the department’s technical competence and ability to implement regulatory updates.
4. Consultant and monitoring support would be curtailed, resulting in delayed or incomplete submittals to the Regional Board and possible loss of future grant opportunities.
Alternatives Considered:
1. Defer or reduce program elements – This option would limit activities such as training and trash program expansion but risks partial noncompliance and may increase future costs due to deferred implementation.
2. Seek external grants – While pursued actively, grant funding is uncertain, competitive, and not available in time to meet immediate MS4 requirements.
3. Reduce other Stormwater program allocations – Reallocating funds from maintenance or capital programs would negatively impact infrastructure upkeep and system reliability.
Section 4 - Attachments
ATTACHMENT 4 4-26
710
Budget Decision Package
$15,888.00
$16,185.00
$32,073.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00809
Status: Budget Review
Title: Sewer Manlift Inspection & Maintenance
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
The City currently has eight (8) Sewer Pump Stations that utilize manlifts (single-person elevators) to allow staff to access the pumps and motors: Largo, Bryte, Jefferson, Northport, Industrial, South, Southport, and Bridgeway Island.
This decision package is asking to inspect all 8 lifts. This decision package is also requesting budget for any repairs that might be needed for these lifts. It has been determined that on average 2 of these lifts will need an estimated $3,000/per repair per lift, hence why this request is asking for an annual budget of $6,000 for repairs.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5261 Annual Lift Inspection
The initial cost quoted for annual inspection is $9,600. A 3% escalator has been added for budgeting purposes.
$9,888.00 $10,185.00
501 9410 5241 Manlift Repair
Repairs identified during the annual manlift inspections will be repaired by Otis (or the current elevator
contractor) at their standard hourly rate plus materials. It is estimated that two repairs will be identified per year, with an estimated cost of $3,000 each.
$6,000.00 $6,000.00
Total $15,888.00 $16,185.00
Section 3 - Detailed Information
Objectives/Need for Request:
California state law identifies manlifts as "elevators" and requires they be inspected with the same frequency (annually). The City has not previously had these inspected. Adding these lifts to the existing elevator inspection contract will ensure compliance with California state law.
Consequences of Not Funding:
These manlifts are required by law to be inspected by certified personnel.
Alternatives Considered:
Not applicable.
Section 4 - Attachments
Attachment Attachment Description
Sewer Lift Inspection Quote Quote received from Otis Elevator Company on 10/01/2024
ATTACHMENT 4 4-27
711
Budget Decision Package
$30,542.00
$30,542.00
$61,084.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00810
Status: Budget Review
Title: Cintas First Aid/AED/Safety Service
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
The City is in the process of occupying the new Corporation Yard located at 4300 West Capitol Avenue. This will require ongoing service of first aid cabinets, AED's, eyewash stations, and water coolers. The service includes ensuring the equipment is functional and that the materials are kept in stock and current.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9326 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$1,926.00 $1,926.00
104 9325 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$3,577.00 $3,577.00
112 9210 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$5,503.00 $5,503.00
108 9205 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$550.00 $550.00
108 9210 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$1,101.00 $1,101.00
201 9205 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$550.00 $550.00
201 9210 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$2,339.00 $2,339.00
215 9230 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$1,238.00 $1,238.00
ATTACHMENT 4 4-28
712
501 9410 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$6,466.00 $6,466.00
506 9611 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$6,191.00 $6,191.00
506 9612 5214 Cintas Safety
Eyewash Station, AED's, First Aid Kits, and Waterbreak
Cooler
$1,101.00 $1,101.00
Total $30,542.00 $30,542.00
Section 3 - Detailed Information
Objectives/Need for Request:
To provide a safe, OSHA-compliant atmosphere for employees.
Consequences of Not Funding:
These necessary services will be delayed and could result in liability for the City.
Alternatives Considered:
This is the standard practice for all City facilities.
Section 4 - Attachments
ATTACHMENT 4 4-29
713
Budget Decision Package
$62,400.00
$78,000.00
$140,400.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00811
Status: Budget Review
Title: Everlaw PRA Software
Department: City Manager's Office Priority: 1
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The City Clerk's Office is experiencing an increase in complex and voluminous records requests. Using specialized software allows staff to meet deadlines by eliminating manual compellation review of documents that are potentially responsive to requests. In the past, staff has been using Logikcull software in this capacity however following the company's acquisition by Revel, the cost of using the software increased exponentially. Last year, staff met with vendors that offered a similar product and selected a software program, Everlaw, that was easier to use and is more cost effective. With Everlaw, staff can respond to open records more requests in a timely manner while ensuring transparency and accountability.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9022 5257 Everlaw Software
Software for reviewing and redacting records for public records requests.
$62,400.00 $78,000.00
Total $62,400.00 $78,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective is to request the funds needed to renew the contract with Everlaw to allow the City to renew the subscription.
Consequences of Not Funding:
If staff did not have the ability to use the software, the time it takes to respond to requests would increase and additional staffing may be needed to manually review, deduplicate, and redact records.
Alternatives Considered:
The City Clerk staff met with three vendors that offered similar software. The Everlaw software is also much more user friendly than other products and offers unlimited staff support and training. Everlaw was also the most cost-effective choice, offering the City a detailed analysis of the data the City has been storing over time in Logikcull and discount for entering into a multi-year contract.
Section 4 - Attachments
ATTACHMENT 4 4-30
714
Budget Decision Package
$100,000.00
$100,000.00
$200,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00818
Status: Budget Review
Title: Recruitment Budget
Department: Police Priority: 1
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The Police Department has continued to maintain an aggressive focus on recruitment. The City Council approved the allocation of $100,000 per year for 2 years. At the culmination of these 2 years, the Police Department has identified the need for this funding going forward to allow the department to maintain the needed focus on recruitment, especially with the increased staffing granted through the Measure O process.
The Police Department is requesting financial support maintain the recruitment of police officers. Recruitment is a primary goals of the department. An ongoing budget allocation is necessary for advertisement, career fair attendance, and other marketing supplies. In this current competitive hiring market, it is vital that our recruitment team have the financial support that is required to compete with our allied agencies as we attempt to attract and onboard police officers. Recruitment advertisement and events are productive but expensive. Examples include career fairs (up to $1,000 each), video recording/editing ($300/hour), printed advertisement (can exceed $3500), local venue advertisement such as Sutter Health Park ($6000 per sign, $2500 per game). An estimated allocation of funding would be distributed towards events staffing/recruiting ($50,000), videography services ($25,000), printed marketing material ($10,000), career fair/event registration ($10,000), and uniforms/equipment ($5,000), for an estimated annual total of $100,000.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
107 9110 5261 Recruitment Costs
Career fairs (up to 1,000 each) Video recording/editing ($300/hour) Printed advertisement (can exceed $3500)
Local venue advertisement such as Sutter Health Park
($6000 per sign, $2500 per game). An estimated
allocation of funding would be distributed towards events staffing/recruiting ($50,000), videography services
($25,000), printed marketing material ($10,000), career fair/event registration ($10,000), and uniforms/equipment ($5,000), for an estimated annual total of $100,000.
$100,000.00 $100,000.00 Yes
Total $100,000.00 $100,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of the decision package is to secure ongoing funding for recruitment to allow the Police Department to maintain their focus on recruiting and hiring for vacant positions to increase the Police Department's ability to provide service to the City of West Sacramento.
ATTACHMENT 4 4-31
715
Consequences of Not Funding:
The consequences of not funding would be failing to equip our officers with the finances and equipment necessary for recruitment. Without funding our agency will not be able to efficiently recruit and we will lose candidates, specifically to other local agencies. Historically, we have opted out of many recruitment events due to an inability to pay for attendance. Additionally, we have not been able to enhance our recruitment efforts due to a lack of funding. The longterm consequence of non-funding would be to continue operating below necessary staffing requirements and the potential loss of current officers due to the negative impacts of staffing shortages.
Alternatives Considered:
The alternative would be to dial back recruitment efforts causing the department to fill vacancies at a much slower rate than needed
Section 4 - Attachments
ATTACHMENT 4 4-32
716
Budget Decision Package
$86,000.00
$86,000.00
$172,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00820
Status: Budget Review
Title: Training Budget Increase
Department: Police Priority: 2
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The West Sacramento Police Department is requesting a training budget increase due to the increase in Police Officer positions and Professional Staff positions recently given to the department. The department is growing my 13 sworn positions and 4 non-sworn positions, with each new position requiring on-going training.
The department has also identified the need to increase training funds for Management Level employees to include civilian managers, Lieutenants, the Deputy Chief and the Chief of Police. The employees at this level require specific training that is not as frequent but often has a higher cost. This includes attendance for conferences, leadership programs and International Association of Chiefs of Police (IACP) attendance.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9110 5258 Management/Executive Training Increase
Current amount allocated for Management/Executive
training- $11,224
Amount needed for all Management/Executive Training-
$45,000 total
Needed increase in funding- $33776 annually
$33,776.00 $33,776.00
101 9115 5258 Training Increase for Sworn and Non-Sworn Positions 12 new Police Officer positions- $3,000 annually x12=
$36,000
1 new Sergeant- $5,000 annually= $5,000
4 non-sworn positions- $2,800 annually
Total ask to increase all sworn/non-sworn training budget to $220,000= $52,224 annually
$52,224.00 $52,224.00
Total $86,000.00 $86,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this decision package is to increase funding for training to cover newly added positions and Management/Executive level training to maintain the high standard of training that has been established by the Police Department
Consequences of Not Funding:
Without an increase, the Department will need to scale back training opportunities for all personnel and focus on meeting the minimum POST mandates.
Alternatives Considered:
The alternative would be to scale back training to meet minimum requirements
ATTACHMENT 4 4-33
717
Budget Decision Package
$92,912.00
$264,939.00
$357,851.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00822
Status: Budget Review
Title: Facilities Supervisor
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
With the expansion of City buildings, a dedicated position needs to be created to handle invoices and the divisional budget; act as a shop foreman; track and ensure work accuracy and efficiency; and maintain on-call contracts. For the first nine months of the calendar year 2025, Facilities staff received 8,654 workorder requests. This is in addition to the scheduled maintenance and scheduled inspections required for facility maintenance. The current staff allowance of 7 positions (including the lead) means that if every Facilities person was here every single business day, there would be an allocation of 7 workorders per day, per person. Some work orders, such as changing a light bulb, could be a 10- minute task, while others can take all day. There is also transit time involved, as staff are typically working at different facilities throughout the day to address the most urgent needs first. As City facilities continue to age, work orders will continue to increase.
The national median ratio is approximately one Full Time Employee per 50,000 square feet.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5111 Facilities Supervisor
This is a new position. This is being aligned with the
Roads and Equipment Mechanic Supervisor Positions.
Entered the same amount from questica file. MR
Prorated first FY (25%) RR
$52,000.00 $227,781.00
104 9325 5212 Facilities Supervisor
None
$0.00 $0.00
104 9325 5215 Facilities Supervisor
Uniform, boots, PPE
$1,429.00 $1,471.00
104 9325 5219 Facilities Supervisor
Misc kitchen and household expenses
$7.00 $7.00
104 9325 5221 Facilities Supervisor
Verizon costs for iPad
$1,072.00 $1,104.00
104 9325 5240 Facilities Supervisor
Misc. equipment costs
$0.00 $0.00
104 9325 5241 Facilities Supervisor
Misc. facilities maintenance costs
$0.00 $0.00
104 9325 5251 Facilities Supervisor
Office supplies
$143.00 $147.00
104 9325 5252 Facilities Supervisor
Postage
$7.00 $7.00
104 9325 5255 Facilities Supervisor
Fuel and maintenance
$4,229.00 $4,356.00
ATTACHMENT 4 4-34
718
104 9325 5256 Facilities Supervisor
Membership Dues
$500.00 $500.00
104 9325 5257 Facilities Supervisor
CMMS, Verizon telematics, other software expenses
$1,071.00 $1,104.00
104 9325 5258 Facilities Supervisor
Training and travel
$1,000.00 $1,000.00
104 9325 5259 Facilities Supervisor
Misc expenses
$36.00 $37.00
104 9325 5260 Facilities Supervisor
Legal expenses
$214.00 $221.00
104 9325 5257 Facilities Supervisor
iPad and Laptop
$4,000.00 $0.00 Yes
104 9325 5412 Facilities Supervisor
Vehicle for supervisor to drive. This will be a long-range electric vehicle to help meet fleet requirements.
$25,000.00 $25,000.00
104 9325 5257 Office Licenses
IT Licenses for Adobe and 8x8 per Dean/IT on 11/7. MR
$1,244.00 $1,244.00
104 9325 5221 Verizon Costs for Cell/Laptop
Verizon bill for Laptop and Cell phone for this position per Dean/IT on 11/7. MR
$960.00 $960.00
Total $92,912.00 $264,939.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of hiring a Facilities Supervisor is to ensure the efficient operation, maintenance, and safety of all Cityowned buildings and related infrastructure. This position will provide essential leadership in planning, scheduling, and overseeing facility maintenance activities, including HVAC, electrical, plumbing, and custodial services. The Facilities Supervisor will implement preventive maintenance programs to extend the life of City assets, manage service contracts, and ensure compliance with safety and regulatory standards, including California fire alarm permit inspection requirements based on the California Fire Code and the National Fire Protection Association (NFPA) 72. These inspections verify that the system, including wiring, sensors, control panel, and notification appliances, is functioning correctly, while specific components are tested on a monthly, semi-annual, or quarterly basis. By establishing clear work priorities and coordinating with other departments, this role supports a clean, functional, and sustainable environment for both City employees and the public.
Consequences of Not Funding:
If the Facilities Supervisor position is not funded, the absence of mid-level leadership will continue to place an excessive workload on the Facilities Superintendent, reducing their capacity to focus on long-term planning, budgeting, and project oversight. With six staff members and one lead currently reporting directly to the Superintendent, daily operational oversight, quality control, and staff development are limited. This can lead to inefficiencies in work scheduling, delayed response times, inconsistent maintenance standards, and increased risk of equipment or facility failures. Over time, the lack of dedicated supervision may also impact staff morale and retention, as employees receive less guidance and support in their daily duties. Ultimately, the City could face higher maintenance costs and reduced service reliability across its facilities.
Alternatives Considered:
Alternatives to funding a Facilities Supervisor could include redistributing supervisory duties among existing staff or continuing to rely on the current lead and Superintendent structure. However, these options are not sustainable.
Assigning additional oversight responsibilities to the Facilities Lead would divert them from critical hands-on maintenance tasks, reducing productivity and increasing the likelihood of deferred maintenance. Likewise, expecting the Superintendent to continue managing day-to-day supervision limits their ability to focus on strategic planning, capital project coordination, and budget management. Contracting out management support is another potential option, but it would likely result in higher costs and reduced accountability compared to an in-house supervisor familiar with City operations and standards. Therefore, establishing a dedicated Facilities Supervisor remains the most effective and efficient solution to maintain reliable facility operations and support long-term asset management goals.
Section 4 - Attachments
ATTACHMENT 4 4-35
719
Attachment Attachment Description
Personnel Request Form - Facilities
Supervisor
ATTACHMENT 4 4-36
720
Budget Decision Package
$3,200.00
$3,200.00
$6,400.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00826
Status: Budget Review
Title: IT Server Uninterruptible Power Supply
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
The Uninterruptible Power Supply (UPS) is a battery back up system that ensures power to the IT servers and other vital areas if the power was to go out before the generators can kick on.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5261 IT Server Uninterruptible Power Supply
IT Server Uninterruptible Power Supply (contracted out) $3,200.00 $3,200.00
Total $3,200.00 $3,200.00
Section 3 - Detailed Information
Objectives/Need for Request:
Provide uninterruptible power supply to the IT servers.
Consequences of Not Funding:
If there servers were to lose power it could compromise the entire network system.
Alternatives Considered:
There are no current alternatives available.
Section 4 - Attachments
ATTACHMENT 4 4-37
721
Budget Decision Package
$7,146.00
$7,697.00
$14,843.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00828
Status: Budget Review
Title: Fire Extinguisher Inspection
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
California Code of Regulations, Title 19 mandates monthly visual inspections of all fire extinguishers by the owner, occupant, or their agent. Additionally, annual maintenance checks and, for certain types of extinguishers, internal maintenance checks or hydrostatic testing are required.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5240 Fire Extinguisher Inspection
Fire Extinguisher Inspection for fire extinguishers
mounted in facility-maintained buildings
$5,364.00 $5,777.00
104 9326 5240 Fire Extinguisher Inspection
Fire Extinguisher Inspection for extinguishers installed in vehicles
$1,782.00 $1,920.00
Total $7,146.00 $7,697.00
Section 3 - Detailed Information
Objectives/Need for Request:
To comply with the California Code of Regulations, Title 19 Consequences of Not Funding:
The City will fall out of compliance.
Alternatives Considered:
Not applicable.
Section 4 - Attachments
ATTACHMENT 4 4-38
722
Budget Decision Package
$155,000.00
$105,000.00
$260,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00831
Status: Budget Review
Title: Leak Detection Assessment
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
Under California law (Senate Bills 555 and 1420), urban retail water suppliers are required to conduct annual, validated water-loss audits of their potable water systems and submit the results to the Department of Water Resources. The audits, conducted using AWWA methodology, quantify both real losses (like leaks) and apparent losses (such as metering errors or unauthorized use) to improve efficiency and protect revenue. Validation by a qualified third party ensures accuracy and accountability, while reporting through the State portal promotes transparency and allows for comparison across utilities. SB 555 also contains a variety of water conservation requirements, including reductions in water use per capita over time. Part of the regulation includes decreases in water loss. The goal is to help cities manage water resources effectively, reduce waste, and maintain reliable service.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5261 Asterra Leak Detection Contract
Year 1 includes 4 scans, leak detection, and MasterPlan deficiency mapping. Year 2 includes 2 additional scans, leak detection, and MasterPlan deficiency mapping.
$155,000.00 $105,000.00
Total $155,000.00 $105,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The City is exploring contracting with a company that leverages satellite technology and a specialized algorithm capable of detecting underground treated drinking water and wastewater leaks as small as 0.2 gallons per minute. This system provides detailed mapping of all locations where water is escaping from the distribution network, enabling proactive identification and repair of leaks before they escalate. By using this technology, the City can more efficiently meet water-loss audit requirements, reduce water waste, improve system reliability, and optimize resource allocation.
Ultimately, it supports the City’s goals of sustainable water management, cost savings, and maintaining high-quality service to residents and businesses.
Consequences of Not Funding:
Without funding this technology, underground leaks could go undetected, resulting in significant water loss, higher repair and operational costs, and potential noncompliance with California water-loss audit requirements. Over time, unaddressed leaks can reduce system efficiency, shorten the lifespan of infrastructure, and hinder the City’s ability to meet sustainability and resource-management goals.
ATTACHMENT 4 4-39
723
Alternatives Considered:
Alternatives to contracting for satellite-based leak detection include relying solely on traditional field inspections, acoustic leak detection, or responding reactively to visible signs of water loss. While these methods can identify some leaks, they are labor-intensive, time-consuming, and often miss small or hidden leaks, making it difficult to achieve the accuracy required by California water-loss audit regulations. Additionally, relying on reactive detection increases the risk of prolonged water waste, higher repair costs, and potential noncompliance with reporting requirements. Satellite technology offers a more comprehensive, efficient, and proactive approach, enabling the City to accurately detect and prioritize all leaks across the system.
Section 4 - Attachments
Attachment Attachment Description
Proposal for Satellite Leak Detection
ATTACHMENT 4 4-40
724
Budget Decision Package
$25,920.00
$25,920.00
$51,840.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00840
Status: Budget Review
Title: Pedestrian and Flashing Beacon Maintenance
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
A Rectangular Rapid Flashing Beacon (RRFB) is a pedestrian-actuated crosswalk safety device that uses high-intensity, rapidly flashing lights to alert drivers to pedestrians crossing the street. It's designed to increase visibility and enhance driver awareness, particularly at unsignalized crosswalks. RRFBs are typically installed at crosswalks with pedestrian push-button controls, and they flash when a pedestrian activates the system. The City currently has 44 RRFBs installed throughout the City.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
201 9212 5241 Pedestrian and Flashing Beacon Maintenance Pedestrian and Flashing Beacon Maintenance
$25,920.00 $25,920.00
Total $25,920.00 $25,920.00
Section 3 - Detailed Information
Objectives/Need for Request:
Maintaining an RRFB pedestrian crosswalk system involves regular inspections, power source maintenance, and potential repairs or replacements to ensure optimal visibility and functionality. Monthly preventative maintenance is also suggested.
Consequences of Not Funding:
When RRFBs are not properly maintained, the flashing lights can dim or burn out or multiple signs can flash out of sequence, potentially posing a liability for pedestrians. If the RRFBs are not functioning properly, it also increases liability for the City, as a lawsuit may allege that the City did not properly maintain the crosswalk, leading to an injury or death. Regular maintenance also keeps the solar panels clean allowing the batteries to stay in optimal condition.
Alternatives Considered:
Currently the City is on a reactive instead of preventative model of maintenance. While not ideal, this model can be continued.
Section 4 - Attachments
ATTACHMENT 4 4-41
725
Budget Decision Package
$50,000.00
$51,200.00
$101,200.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00841
Status: Budget Review
Title: City Hall HEPA Filters
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Change to Existing Program/Service
City Hall has recently completed the installation of a new HVAC system for the building. The new system has HEPA filters which are required to be changed out annually.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5577 HEPA Air Filters
HEPA Air Filters
$40,000.00 $41,200.00
104 9325 5245 HEPA Air Filters
The filters need to be lifted by crane onto the roof. One will have to be rented for this process.
$10,000.00 $10,000.00
Total $50,000.00 $51,200.00
Section 3 - Detailed Information
Objectives/Need for Request:
HEPA filters are necessary because they effectively trap microscopic particles, like dust, pollen, mold spores, and pet dander, that can be harmful to health. They remove at least 99.97% of particles 0.3 microns in size, the most penetrating particle size, according to the U.S. Environmental Protection Agency (.gov). This makes them crucial for improving indoor air quality, especially in spaces with high foot traffic or where people with allergies or respiratory conditions are present.
Consequences of Not Funding:
This is not optional; the filters are required to maintain the function of the HVAC units.
Alternatives Considered:
Other filter types are not compatible with the City's HVAC units at City Hall.
Section 4 - Attachments
ATTACHMENT 4 4-42
726
Budget Decision Package
$63,119.00
$65,011.00
$128,130.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00842
Status: Budget Review
Title: Waste Management at New Corp Yard
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
The City has completed Phase II of the Corporation Yard and will be occupying it by the beginning of the fiscal year. All operations will be performed out of the new Corp Yard with the exception of Fleet services. Waste Management has been contacted to provide dumpsters (Trash, Recycling, Metal, and Wood) to the new location and Public Works will see an increase in costs due to not sharing the expense with Parks.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$4,740.00 $4,882.00
506 9611 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$4,538.00 $4,674.00
506 9612 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$807.00 $831.00
506 9610 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$1,412.00 $1,454.00
215 9230 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$908.00 $935.00
104 9325 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$3,832.00 $3,947.00
108 9205 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$403.00 $415.00
108 9210 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees, plus the additional 50% for
waste. This is in addition to the amount previously
requested for the O&M budget.
$10,104.00 $10,407.00
201 9205 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$403.00 $415.00
201 9210 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$2,118.00 $2,181.00
ATTACHMENT 4 4-43
727
112 9210 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$4,034.00 $4,155.00
610 9650 5241 Waste Management at New Corp Yard
Calculated by using a 50/50 split for waste costs, then using ratio of employees
$2,420.00 $2,493.00
251 9455 5241 Waste Management at New Corp Yard
Cost share based on previous invoices. This is in
addition to the amount requested in the O&M budget.
$27,400.00 $28,222.00 Yes
251 9455 4990 Transfers In From Refuse Collection
Transfers In from Refuse Collection Fund
($27,400.00) ($28,222.00) Yes
511 9450 5950 Transfers Out to Illegal Dumping Fund
Transfers Out to Illegal Dumping Fund
$27,400.00 $28,222.00 Yes
Total $63,119.00 $65,011.00
Section 3 - Detailed Information
Objectives/Need for Request:
Public Works will be able to continue separating recyclable and organic materials for disposal. This will include materials generated at the Corp Yard itself (by staff), debris and green waste picked up along sweeping routes, and all illegal dumping.
Consequences of Not Funding:
This is not an optional cost.
Alternatives Considered:
Public Works could continue dumping everything except waste generated on-site at the Old Corporation Yard. This is not ideal as it will require additional time and fuel.
Section 4 - Attachments
ATTACHMENT 4 4-44
728
Budget Decision Package
$75,000.00
$0.00
$75,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00843
Status: Budget Review
Title: Thermal Imaging Cameras
Department: Fire Priority: 1
Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
Thermal imaging cameras (TICs) are essential tools in modern firefighting, significantly enhancing both firefighter safety and operational efficiency during emergency responses. These potentially lifesaving devices detect heat signatures rather than relying on visible light, displaying critical thermal information in real time. By leveraging TIC technology, firefighters can quickly locate victims and evaluate hazardous environments, including those with limited visibility due to smoke, darkness, or structural obstructions. Additionally, TICs facilitate more effective vertical ventilation and overhaul procedures, enabling crews to operate with greater precision while reducing the risk of unnecessary property damage. Our current thermal imaging cameras are no longer supported by the manufacturer, and the batteries are no longer capable of holding a charge. Furthermore, replacement parts and battery options are no longer available. Existing units are beyond their useful life expectancy.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
107 9151 5575 Thermal Imaging Cameras
Our current thermal imaging cameras are no longer
supported by the manufacturer, and the batteries are no longer capable of holding a charge. Furthermore,
replacement parts and battery options are no longer
available. Without timely replacement of these failing
devices, the effectiveness of our operations will be
compromised, posing a risk to both firefighter and public safety.
$75,000.00 $0.00 Yes
Total $75,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
To procure new thermal imaging cameras that will facilitate safe and effective fireground operations and assist us in successfully performing our mission of protecting life, environment, and property to the fullest.
Consequences of Not Funding:
Without timely replacement of these failing devices, the effectiveness of our operations will be compromised, posing a risk to both firefighter and public safety.
Alternatives Considered:
Section 4 - Attachments
ATTACHMENT 4 4-45
729
Budget Decision Package
$70,000.00
$0.00
$70,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00844
Status: Budget Review
Title: Replacement Defibrillators
Department: Fire Priority: 1
Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
This Decision Package requests funding to replace the department’s current inventory of defibrillators, which have reached end-of-life and are no longer supported by the manufacturer. In cardiac emergencies, these devices deliver life-saving shocks to restore heart rhythm, and when used in conjunction with CPR, they significantly increase the chances of survival.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
107 9151 5575 Defibrillators
This funding will allow us to replace the department’s
obsolete and unsupported cache of defibrillators with
updated, fully-supported units to ensure continued
reliability and effectiveness in emergency medical
response.
$70,000.00 $0.00 Yes
Total $70,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
To replace the department’s obsolete and unsupported cache of defibrillators with updated, fully-supported units to ensure continued reliability and effectiveness in emergency medical response.
Consequences of Not Funding:
The inability to deliver effective defibrillation can drastically reduce survival chances in cardiac arrest cases, negatively impacting patient outcomes.
Alternatives Considered:
Section 4 - Attachments
ATTACHMENT 4 4-46
730
Budget Decision Package
$29,200.00
$29,200.00
$58,400.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00846
Status: Budget Review
Title: Increase to Operations EMS and Stations & Grounds Budgets Department: Fire Priority: 1
Contact: Sharee Wooten Phone: (916) 617-5029
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The addition of Engine 45 has created a corresponding need for increased emergency medical services (EMS) resources. Specifically, this includes the procurement of additional EMS supplies to support the operational readiness of the new unit, as well as the acquisition of i-Gel advanced airway devices to ensure compliance with updated YEMSA protocols. Furthermore, the overall increase in call volume, combined with rising costs for critical medical supplies, has resulted in higher operational expenses that must be addressed to maintain service quality and response effectiveness.
The Stations and Grounds budget has historically been underfunded, limiting our ability to adequately maintain and improve department facilities. Aging infrastructure, combined with a 20% increase in firefighter staffing, has placed additional strain on existing resources and increased daily operational demands. Furthermore, rising costs associated with maintenance and upkeep have added to the financial pressure. Additional funding is essential to ensure safe, functional, and reliable work environments for personnel.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9151 5214 EMS Supplies
Funding for critically needed EMS supplies.
$7,200.00 $7,200.00
101 9151 5241 Stations and Grounds
Adequate funding is needed to ensure the maintenance
and improvement of aging facilities.
$22,000.00 $22,000.00
Total $29,200.00 $29,200.00
Section 3 - Detailed Information
Objectives/Need for Request:
To secure adequate funding for essential EMS supplies and for the maintenance and improvement of aging facilities, in order to ensure a safe, functional, and sustainable working environment for all personnel.
Consequences of Not Funding:
Failure to provide adequate funding for EMS supplies and facility maintenance will compromise the department’s ability to deliver timely and effective emergency medical services. Insufficient resources may lead to equipment shortages, non-compliance with updated medical protocols, and increased wear on outdated infrastructure. This can negatively impact responder safety, operational efficiency, and overall service delivery to the community. Over time, deferred maintenance and resource limitations may also lead to higher long-term costs and increased risk of service disruption.
Alternatives Considered:
Section 4 - Attachments
ATTACHMENT 4 4-47
731
Budget Decision Package
$8,500.00
$8,500.00
$17,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00853
Status: Budget Review
Title: PhishER Plus Software as a Service
Department: City Manager's Office Priority: 2
Contact: Dean Hebenstreit Phone: (916) 617-4518
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
We are requesting funding to purchase KnowBe4’s PhishER Plus platform, an automated email incident response tool designed to complement our existing KnowBe4 security awareness training program. Currently, we rely on manual processes to investigate and block messages reported through the Phish Alert Button in Outlook, which is timeconsuming and reactive and leaves users out of the loop of the reported message. PhishER Plus will enable us to streamline this workflow by automatically triaging reported emails, tagging potential threats, and allowing us to quickly quarantine similar messages across our Office 365 environment. This will significantly reduce our response time to phishing threats, improve our ability to contain malicious emails before they spread, and free up staff resources for higher-priority security tasks. PhishER Plus integrates with our end point security platform CrowdStrike, enabling faster and more coordinated threat response by enriching phishing investigations with endpoint intelligence and enabling automated response actions based on user behavior and device risk.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9034 5257 Knowbe4 PhishER
PhishER Plus is $1.04 per user per month. We currently
have 600 users in our Knowbe4 platform and want to
make sure we have enough funding for temporary users
such has summer interns, parks summer staff and
parking enforcement officers. $8500 would provide
enough licensing to surge to 684 users if needed.
$8,500.00 $8,500.00
Total $8,500.00 $8,500.00
Section 3 - Detailed Information
Objectives/Need for Request:
Primary objective is to fund the ongoing expense of $8500 per year for the PhishER Plus software to strengthen our overall phishing defense posture while improving efficiency and reducing human error.
Consequences of Not Funding:
Staff could continue manually reviewing every email reported through the Phish Alert Button, which is a timeconsuming and inefficient process. Each report requires individual analysis, threat validation, and potential crossmailbox searches to determine whether similar emails were delivered to other users. As phishing attempts increase in both volume and sophistication, this manual workflow strains our limited resources, leads to slower response times, and increases the risk of human error or missed threats.
ATTACHMENT 4 4-48
732
Alternatives Considered:
There are several similar products to this type of service, however introducing a new platform one for security awareness training and another for phishing incident response introduces operational inefficiencies, integration challenges, and increased management overhead.
Section 4 - Attachments
Attachment Attachment Description
Knowbe4 Budgetary Quote
ATTACHMENT 4 4-49
733
Budget Decision Package
$20,000.00
$20,000.00
$40,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00865
Status: Budget Review
Title: CRRD Vehicle Maintenance Increase
Department: Fire Priority: 2
Contact: Steven Binns Phone: (916) 617-4606
Mandatory: No
Section 1 - General Information
Strategic Plan:
Sustainable Customer Service Model
Description:
Project Type:
Change to Existing Program/Service
Given the constant increases for cost of services and goods, as well as hiring a new position (FPE) in 2024 that utilizes a staff vehicle for conducting daily business , the Vehicle Expense budget for CRRD is requiring an increase. The forecasted expense for fiscal year 24/25 is projecting to be just over $48,000. With the approved budget for $31,316, we are asking for an additional $20,000 in anticipation of further increases to our cost of doing business.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9153 5255 Vehicle Maintenance
For increases in expenses.
$20,000.00 $20,000.00
Total $20,000.00 $20,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this request is to appropriately fund the CRRD to fulfill our mission and to provide city services to our residents and businesses.
Consequences of Not Funding:
Vehicles will have to be parked and field inspections will not be conducted.
Alternatives Considered:
There is no alternative to maintaining or fueling staff vehicles.
Section 4 - Attachments
ATTACHMENT 4 4-50
734
Budget Decision Package
$5,000.00
$5,000.00
$10,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00867
Status: Budget Review
Title: Code Enforcement Overtime
Department: Community Development Priority: 2
Contact: Josh Hurley Phone: (916) 617-5001
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Change to Existing Program/Service
$5000.00 increase to the Code Enforcement budget line item 101-9130-5113, for the 2025/2026 fiscal year and a $5000.00 increase to the Code Enforcement budget line item 101-9130-5113, for the 2026/2027 fiscal year. Code Enforcement Staff are being asked to play a much heavier role in the enforcement of the City's Municipal Code than ever before. Recent and on-going cannabis enforcement in support of the Police Department, support of Yolo County Environmental Health Department and the enforcement of illegal food vendors within the City, increased number of public complaints for illegal vendors operating without business licenses within the community, increased number of rooster and other noise complaints within the City, planned enforcement and inspection program associated with the changes to the Massage Ordinance, the potential for additional support and enforcement at Sutter Health Park for the MLB and the Athletics over the next 3 years, and even the inclusion of Public Relation & Education events like the Community Academy. All of these highlighted projects require Officers to potentially work overtime outside of their normal hours, thus creating additional costs to the budget.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9130 5113 Salary and Benefits
Increased overtime costs for current fiscal year, and
planned overtime costs for upcoming fiscal years.
$5,000.00 $5,000.00
Total $5,000.00 $5,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The main goal of this request would be to help offset the current budget appropriations that are not sufficient for the 2024/2025 fiscal year, as well as a secondary goal of planning for additional budget allocations for future planned projects listed above. The additional goal of adequately responding to public complaints and enforcement of the City's Municipal Code for those public complaints.
Consequences of Not Funding:
The main and largest consequence would be continued expenditures that do not match the appropriations within the budget line item for each fiscal year mentioned. Inability to respond to public complaints for violations of the Municipal Code, as well as inadequate time spent upon investigations and enforcement of the code for those public complaints.
Additional negative sentiments and public relations from the public, for Staff's inability to follow-up and inadequately address public complaints.
ATTACHMENT 4 4-51
735
Alternatives Considered:
Addressing these projects and additional complaints solely during the normal business hours that Code Enforcement Officers work is the only alternative at this point. Although that will not help support an illegal food vendor upon West Capitol on a Friday or Saturday night, a rooster who begins at 5:30 AM in the morning, a Massage Business that is operating outside of the legal business hours, a cannabis investigation outside of normal business hours, or any additional projects that may arise at Sutter Health Park with the A's.
Section 4 - Attachments
ATTACHMENT 4 4-52
736
Budget Decision Package
$92,000.00
$92,000.00
$184,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00876
Status: Budget Review
Title: CrowdStrike Falcon Complete Endpoint Detection and Response Platform Department: City Manager's Office Priority: 1
Contact: Dean Hebenstreit Phone: (916) 617-4518
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
In April 2024, Information Technology purchased the CrowdStrike Falcon Complete Endpoint Detection and Response Platform. CrowdStrike was selected for this project as they are the industry leader in cybersecurity, recognized for advanced AI-driven threat detection, elite threat intelligence, and highly effective endpoint protection, trusted by organizations worldwide.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9034 5257 Crowdstrike Falcon Complete
Software licensing for City computers, laptops, servers and network devices
$92,000.00 $92,000.00
Total $92,000.00 $92,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Primary objective is to fund the ongoing expense of the Crowdstrike Platform that provides a comprehensive solution for modern cybersecurity threats for over 800 computers, laptops, mobile devices, and servers. The purchase agreement is for 3 years. Year 1 was funded by salary savings, I.T. is requesting that an ongoing expense of $92,000 be funded for the ongoing expense to maintain the software.
Consequences of Not Funding:
The consequences of not funding would include the potential loss of essential software licenses due to nonpayment.
Alternatives Considered:
I.T. could delay other projects to fund in existing budgets.
Section 4 - Attachments
ATTACHMENT 4 4-53
737
Budget Decision Package
$40,000.00
$0.00
$40,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00882
Status: Budget Review
Title: Age Friendly Programming
Department: City Manager's Office Priority: 2
Contact: Doug Drozd Phone: (916) 617-5326
Mandatory: No
Section 1 - General Information
Strategic Plan:
Equitable Investment Strategy/Programs
Description:
Project Type:
New Program/Initiative
The Safe at Home program began as a pilot initiative with a $40,000 allocation to address minor safety repairs in the homes of West Sacramento seniors. The types of repairs can include, but are not limited to, grab bars and handrails, threshold ramps, toilet and shower assist units, energy-efficient lighting, modified steps, and transfer poles, as well as smoke, fire, and carbon monoxide detectors. The success of this initial program, implemented through our partnership with Rebuilding Together Sacramento, has demonstrated the clear need for ongoing support of such services in West Sacramento.
This budget request aims to establish an annual $40,000 allocation specifically for Age-Friendly programming. While our current partnership with Rebuilding Together Sacramento has proven effective, this funding structure provides the flexibility to:
• Respond to emerging needs within the senior community • Partner with additional/other service providers as needed • Adapt programming to address changing demographics and requirements By maintaining this dedicated funding, we ensure continuous support for home safety modifications while remaining adaptable to our community's evolving needs.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
262 9063 5259 Age Friendly Services
This is an ongoing program through Rebuilding Together
Sacramento. The appropriated funds would allow them
to expand their scope and provide more substantial
home repairs to elderly, low-income residents of West
Sacramento
$40,000.00 $0.00 Yes
262 9063 4990 Transfers In from Measure E to Age Friendly Programming
Transfers In to Age Friendly Programming
($40,000.00) $0.00 Yes
110 9910 5950 Transfers Out to Age Friendly Programming Transfers Out to Age Friendly Programming
$40,000.00 $0.00 Yes
Total $40,000.00 $0.00
ATTACHMENT 4 4-54
738
Section 3 - Detailed Information
Objectives/Need for Request:
• Safety Enhancement: Implement home modifications to reduce fall risks and improve accessibility for seniors in West Sacramento
• Independent Living: Support West Sacramento seniors in maintaining their independence and aging in place safely • Community Impact: Maximize the $40,000 annual allocation to serve the maximum number of qualifying seniors • Program Sustainability: Maintain and grow partnerships with service providers to ensure long-term program viability • Adaptive Response: Remain flexible to address emerging needs and changing demographics in the senior community
• Service Expansion: Identify opportunities to enhance program offerings through additional partnerships and resources Consequences of Not Funding:
Without continued funding for Age-Friendly programming, many West Sacramento seniors would face increased health and safety risks in their own homes. The absence of essential home modifications could lead to higher rates of falls and injuries, potentially resulting in expensive emergency medical care and premature placement in assisted living facilities. This not only impacts the quality of life for our senior residents but also places a greater financial burden on families and local healthcare systems. Additionally, the loss of such a program would disproportionately affect lowincome seniors who cannot independently afford these crucial home modifications, potentially forcing them to choose between basic necessities and home safety.
Alternatives Considered:
The City could cease funding Age-Friendly services and rely on other non-profits or insurance and medical coverage.
Relying on non-profits can pose a challenge because they are often grant-dependent, leading to service gaps when funding cycles end. Typically, the non-profits also have a larger service area, which can reduce the response to West Sacramento seniors. Insurance and medical coverage may provide some of these services, but the coverage is usually limited to specific medical conditions and much more limited than the services that programs like this can provide. The main goal of this funding is to provide these types of services before an accident has occurred, and to allow seniors to maintain their independence.
Section 4 - Attachments
ATTACHMENT 4 4-55
739
Budget Decision Package
$8,000.00
$8,000.00
$16,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00883
Status: Budget Review
Title: Community Academy
Department: City Manager's Office Priority: 2
Contact: Doug Drozd Phone: (916) 617-5326
Mandatory: No
Section 1 - General Information
Strategic Plan:
Creating a Community Academy
Description:
Project Type:
New Program/Initiative
The West Sacramento Community Academy is a free, seven-session program designed to educate residents about their city government. The program offers an interactive, behind-the-scenes look at all city departments. Participants have the opportunity to engage directly with city staff and learn about city operations. The academy aims to empower residents to become more involved in civic life, whether by joining advisory commissions, engaging in advocacy, or contributing to policy discussions. The requested funding would cover basic expenses for operating the program, including food/refreshments, handouts and other graphics, and tours of city facilities, among other programming.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9026 5259 Community Academy Support Funds
This funding is to support ongoing operations of the
Community Academy, including materials, food &
beverage, tours, and other expenses.
$8,000.00 $8,000.00
Total $8,000.00 $8,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Community Academy aims to increase resident knowledge regarding City government, promote residents' civic engagement, prepare future community leaders (e.g., Commissioners, City Councilmembers), and strengthen staff's relationships with residents.
Consequences of Not Funding:
Not funding the Community Academy would reverse course on a very successful program. The City Council supported placing the Community Academy on the 2023 Strategic Plan, and staff has delivered a program that has received nearunanimous support from residents, staff, and the Council alike. Not funding the Community Academy would eliminate a powerful tool to increase resident knowledge, participation, and civic engagement.
Alternatives Considered:
The primary alternative considered is to continue with the status quo, under which staff is managing to fund the Community Academy with existing funds. However, doing so is not sustainable and will ultimately displace other uses for those appropriated funds. If the Community Academy is not formally funded, staff will likely have to continue piecing together funds each year, which can prove more difficult in lean years.
Section 4 - Attachments
ATTACHMENT 4 4-56
740
Budget Decision Package
$110,150.00
$103,000.00
$213,150.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00884
Status: Budget Review
Title: Flock Safety Contract Renewal/ Update
Department: Police Priority: 1
Contact: Dea Pugh Phone: (916) 617-4967
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The West Sacramento Police Department is currently under a two-year contract for equipment and services with Flock Safety for a pilot of Automated License Plate Reader (ALPR) cameras in the Riverfront area of West Sacramento. This pilot has included 8 cameras and was intended to test the use of Flock Safety as a long-term vendor as part of our Public Safety Technology Ecosystem Program. We recently added a parallel contract for Flock Traffic Analytics for one year with the intent to add the continued service into the renewal of the Flock Safety contract upon renewal in February 2026. With the addition of Athletics Major League Baseball to West Sacramento in the Bridge District and the increase need for greater security coverage in the area and at our city entry exit points, it is our intent to renew our contract with Flock Safety for our existing 8 cameras, add three additional cameras on a credit from our existing contract and add an additional 20 cameras to the Bridge District and city entry/ exit points. This would involve replacing the current contract with a new contract which would extend for three years. This three-year period would encompass the period in which the Athletics will be playing in West Sacramento and allow for the completion of our City of West Sacramento Public Safety Technology Master Plan which will encompass this technology and provide a roadmap for the future. Additionally, with an impending retirement of the primary manager for this project, this contract will ensure this contract will be in place prior to the original contract expiration and ensure continuity during the transition period.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
111 9110 5574 First year contract costs to include installation of additional cameras.
Flock Safety contract renewal and addition of cameras.
$110,150.00 $103,000.00
Total $110,150.00 $103,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Replace our current Flock Safety contract with a new three-year contract which includes the addition of additional cameras to meet the current operational need and establishes a contract period to allow for coverage during the time the Athletics are in West Sacramento, allow for project manager transition and completion of the master plan. The increase of camaras and incorporation of Flock Traffic Analytics will provide Realtime traffic data as it pertains to daily traffic in the city and around Sutter Health Park which will complement the security aspect the provide for the Bridge District and city.
Consequences of Not Funding:
Our current contract will expire in February 2026 and an alternate ALPR solution for this area will need to be acquired to continue to provide the same operational capability.
ATTACHMENT 4 4-57
741
Alternatives Considered:
Renewal of the contract for the existing 8 cameras.
Using an alternate vendor for ALPR's in the identified area.
Section 4 - Attachments
Attachment Attachment Description
Flock Safety 3 Year Contract Replacement contract.
ATTACHMENT 4 4-58
742
Budget Decision Package
$161,500.00
$252,750.00
$414,250.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00886
Status: Budget Review
Title: Additional Parks Operations Costs
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Significant Increase
The Parks Department is requesting additional funding to address the rising costs of standard operations across our parks and playfields. Our current operations and maintenance budget has remained below the level necessary to sustain regular upkeep and address deferred maintenance needs.
Excluding utilities, our operating budget was overspent by almost 7.5% for 24/25FY. Without an increase, we risk falling further behind on essential maintenance that keeps our parks safe, clean, and enjoyable for the public.
In addition, the department will soon welcome two new parks, each offering exciting new amenities for our community.
These new facilities will require an investment in essential tools, materials, and supplies to ensure proper care and long-term sustainability. An increase in funding will allow us to maintain the high standards our residents expect, protect our existing assets, and successfully integrate these new parks into our system for the benefit of all.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9520 5210 Chemicals
Parks overspent in this object code in 24/25FY. We have to purchase pesticides and chemicals for splashpads
throughout the city. In addition, we will have two
additional parks, both with new Spray
ground/Splashpad's to maintain. Westacre Park
(Estimated completion FY25/26) and Heritage Oaks
(estimated completion FY26/27)
24/25FY Budget $3k Expenses$7.6k
$22,000.00 $25,000.00
101 9520 5212 Small Tools / Instruments
Parks overspent this object code by 32% in 24/25 due to the natural wear and tear on small tools, which are
essential for the hands-on work we perform daily. With
new staff joining the team, it is critical to provide each employee with the necessary small tools to ensure they
can perform their duties safely and efficiently.
24/25FY Budget $15k Expenses $19.8k
$5,000.00 $10,000.00
101 9520 5219 Household Expenses
Parks overspent this object code by 17% in 24/25. In
addition to regular parks supplies, we will have the new two new parks with restrooms means an increase costs
in janitorial supplies to provide the essential services for public restrooms.
24/25FY Budget $7.5k Expenses $8.8k
$5,000.00 $7,500.00
ATTACHMENT 4 4-59
743
101 9520 5253 Education Materials/Supplies
Parks has not previously had a budget for educational
materials. We are requesting funding to purchase study
guides and books for staff, which will support
professional development, encourage continuous
learning, and promote best practices across the
department.
$500.00 $500.00
101 9520 5259 Special Departmental Expenses
Parks seeks funding to provide staff with shirts,
programming supplies, and other work-related clothing.
24/25FY Budget $250 Expenses $5.8k
**25/26FY Budget will show $30.250, however, the $30k
is specific to player fee revenue directly used for
playfields**
$4,000.00 $4,750.00
101 9520 5261 Professional Services
Added janitorial and pest control service costs for Parks Offices @ 1951 SRR which is a much bigger space than
the old parks maintenance building. There are also a
Septic Tank and Pump Station that will require funding to provide services. Some examples of professional
services would be Pride Industries (Janitorial), Clark
(Pest), and Capra (Goat), Allred Trailer, Bliss, Holt,
Pape, and Turfstar.
24/25FY Budget $16.5k Expenses $13.9k
**Current Budget is $151.6k because we want to
accurately code our current contractors providing
professional services, so we moved money from obj
5241 and obj 5240**
$30,000.00 $40,000.00
101 9520 5241 Maintenance Structure/Grounds
Budget increase requested in this object code due to the fact that Parks spent almost 95% of their budget last FY.
With the addition of 3 new parks in the next 6-8 months, there will be ongoing maintenance needs that are
excluded from our current budget. The new parks are
Washington, Westacre, and Heritage Oaks Park. Not
only is this going to be additional playfields, but there are amenities that are coming onboard that we don't
currently have at any other park such as pickleball
courts, additional splashpads, pump track, and BMX
skills course.
24/25FY Budget $553k Expenses: $526k
**Current FY we reduced budget to move to obj 5261 in
order to accurately code services being provided which
included Janitorial, Security, Precision Concrete, Toro, V Power, and WCA**
$25,000.00 $50,000.00
101 9520 5255 Vehicle Maintenance
Parks will see an increase in the number of vehicles in their fleet, which will require maintenance. This estimate excludes fuel costs and focuses solely on vehicle
repairs. Approximately 85% of the budget for this cost
center was spent in 24/25FY, which resulted in deferring some vehicle repairs and maintenance.
24/25FY Budget $191.3k Expenses $163.7k
**Current FY Budget $142,350 because we moved funds
to obj 5261 to accurately code the services provided by contractors such as Advanced Auto Repair and West
Coast Frame**
$20,000.00 $40,000.00
ATTACHMENT 4 4-60
744
101 9520 5266 Other Professional Services
Parks has seen a significant rise in sports field usage due to the growth of sports programming. While player
fees contribute approximately $30k toward field
maintenance, this amount falls far short of what is
required to sustain proper upkeep. The higher usage has placed greater demands on maintenance to keep fields
safe, functional, and of high quality. Additional funding is essential to support the ongoing care of these current
playfields, in addition to the new ones nearing
completion, in order to protect our investment in
community recreation, and ensure a safe and enjoyable
experience for all users. Some of the professional
services we need would be Delta Bluegrass, Welding
Services, baseball and softball field tilling, laser grading services, etc.
**Current Budget $219,500 (Advanced Auto, Dominguez,
and Custom Agronomic) **
$50,000.00 $75,000.00
Total $161,500.00 $252,750.00
Section 3 - Detailed Information
Objectives/Need for Request:
To secure additional funding that ensures the Parks Department can maintain high-quality operations, address deferred maintenance needs, and properly equip and sustain two new parks, preserving safe, clean, and accessible recreational spaces for the community.
Consequences of Not Funding:
Without additional funding, the Parks Department will face significant challenges in maintaining the safety, appearance, and functionality of our park system. Deferred maintenance will continue to accumulate, leading to higher long-term repair costs and potential safety hazards. Routine upkeep such as landscaping, facility repairs, and equipment replacement may be delayed or reduced, resulting in diminished park quality and user satisfaction.
Adding the two new parks, designed to expand recreational opportunities for the community, will not be adequately equipped or maintained, compromising the public’s ability to enjoy these new amenities. Over time, underfunding could lead to the deterioration of valuable community assets, decreased park usage, and a decline in public trust in our ability to care for these shared spaces.
Alternatives Considered:
If additional funding is not approved, the Parks Department will be forced to reprioritize existing resources. This could mean reducing maintenance frequency, postponing non-critical repairs, and limiting operational hours or programming at certain parks. While these measures could temporarily offset costs, they would ultimately lead to further deterioration of park facilities and decreased public satisfaction.
Section 4 - Attachments
ATTACHMENT 4 4-61
745
Budget Decision Package
$16,500.00
$66,265.00
$82,765.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00890
Status: Budget Review
Title: Washington Park and Streetscapes Maintenance (Four40) Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Equitable Investment Strategy/Programs
Description:
Project Type:
New Program/Initiative
Washington Park on the Northwest Corner of 4th and E is the latest park to be added with in the City of West Sacramento. It is a small neighborhood park build by Blackpine Development as part of Four40 West in the Washington District and reaches the underserved population within the area.
The Park has an anticipated completion for September 2025, with a turnover date to the City in March 2026. The Park also has adjoining streetscapes on E Street that will be maintained as part of the requested funds. Maintenance will include mowing of the turf, trash pickup, graffiti abatement, leaf cleanup and other related maintenance required by personnel.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9520 5261 Streetscapes
Annual Maintenance Cost
$3,125.00 $12,498.00
101 9520 5261 Four40 Park
Annual Maintenance Cost
$13,375.00 $53,767.00
Total $16,500.00 $66,265.00
Section 3 - Detailed Information
Objectives/Need for Request:
Maintain Washington Park in like new conditions.
Consequences of Not Funding:
Insufficient funding or underfunding for park maintenance can lead to the park falling into disarray, resulting in backlogged maintenance tasks. Weeds may quickly become overgrown, graffiti might not be promptly addressed, and what was once a well-maintained park could deteriorate into a neighborhood eyesore.
Alternatives Considered:
1) The formation of a CFD to pay for maintenance and utilities, this is being reviewed currently and may not be ready by the time the park is turned over.
2) Reduced maintenance – which will still lead to a backlog of work requiring funds to complete 3) Contracting out the work- this option will be investigated further once the park has been built, though it does not of set all costs.
Section 4 - Attachments
ATTACHMENT 4 4-62
746
Budget Decision Package
$200,000.00
$250,000.00
$450,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00892
Status: Budget Review
Title: Office 365 License Increase
Department: City Manager's Office Priority: 2
Contact: Dean Hebenstreit Phone: (916) 617-4518
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Information Technology Project
I.T. has an Enterprise Agreement with Microsoft to purchase 522 Office 365 Licenses that provide access to the suite of applications like Email, Word, Excel, Outlook, PowerPoint and also Teams, Sharepoint, and OneDrive. At the time of the agreement this was enough licensing for all the full time employees and allowed 100 extra licenses for new positions, temporary staff, parking enforcement, retired annuitants, and summer interns. We need additional ongoing funding to increase our licenses by 200 to account for new positions and temporary staff that require access to Office 365.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9034 5257 Additional Office 365 Licensing
Office 365 Licensing requirements at current prices are $1000/year/license
$200,000.00 $250,000.00
Total $200,000.00 $250,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Increase license count to account for new full time positions and allow additional temporary staff to access Office 365.
Consequences of Not Funding:
If this item is not funded, staff will endeavor to economize on the use of licenses, and to identify alternative funding for the anticipated uptick in license requests.
Alternatives Considered:
Staff considered billing the new license requests out to each department as they came in. Departments may budget one time costs for items like laptops and mid year licensing or be able to find funding in other places, however, we'd need to also budget for their licensing through the life of the contract which can be challenging to forecast for both staff and often times require a Decision Package to account for funding. While this approach would internalize the cost of these licenses to the affected department, and potentially instigate more careful thought about which staff members need licenses, staff concluded that the time and effort required to implement that approach likely outweighed the benefit.
Section 4 - Attachments
ATTACHMENT 4 4-63
747
Budget Decision Package
$50,000.00
$0.00
$50,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00894
Status: Budget Review
Title: Public Works Standard Operating Procedure (SOP) Development Department: Public Works Priority: 3
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
One Time Expenditure
An SOP is a Standard Operating Procedure. It's a detailed, written set of instructions that describes how to perform a specific task or process consistently and safely. SOPs are used in many industries including public works, to ensure that operations are carried out efficiently, correctly, and in compliance with regulations.
The Purpose of an SOP:
Standardization: Ensures everyone performs the task the same way.
Training: Helps new employees learn procedures.
Safety: Promotes safe work practices.
Quality control: Reduces errors and maintains consistency.
Compliance: Helps meet legal or regulatory requirements.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
610 9650 5261 PW SOP Consultant
Cost to hire an SOP consultant
$50,000.00 $0.00 Yes
Total $50,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Public Works is looking to hire an outside consultant to review existing SOP's and develop new ones. Hiring a consultant with an expertise in SOP development saves time and resources for staff, ensures compliance, reduces risk. and provides an objective outside perspective.
Consequences of Not Funding:
Public Works is currently lacking updated SOP's and has limited staff time available to bring them to current compliance standards.
Alternatives Considered:
Staff can continue working on updating and drafting SOP's internally.
Section 4 - Attachments
ATTACHMENT 4 4-64
748
Budget Decision Package
$22,500.00
$53,469.00
$75,969.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00895
Status: Budget Review
Title: Sycamore Trail Phase II
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
New Program/Initiative
Sycamore Trails II extended Sycamore trail over the freeway to a Washington Unified School Site. This also includes the renovation of the community garden that was part of the project. These new assets require maintenance and upkeep to them in good, safe and clean conditions. Maintenance will include the blowing of the ramps leading up to the overpass, vegetation management in open space areas, the cutting of the turf in the bioswales, and general weed, trash and graffiti control. Time is also being included to manage the community garden, in years prior no staff time was allocated to the program and the gardens had issues with invasive plants and homeless encampments.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9520 5241 Maintenance - Structures & Improvement
Maintenance of the new Sycamore Trail Phase II
extension and community garden.
$22,500.00 $53,469.00
Total $22,500.00 $53,469.00
Section 3 - Detailed Information
Objectives/Need for Request:
Maintain Sycamore Trail II in like new conditions and manage community gardens associated with the project.
Consequences of Not Funding:
If the trail maintenance is not funded, or underfunded, then the trail will get into dis array, and maintenance will be backlogged. The weeds will get quickly out of hand, graffiti might not be controlled in a timely manner, and what would have been a jewel of the trail would turn into a neighborhood eyesore. Based on past experiences on the site, the site may be taken over in part by homeless encampments, and the gardens will be unkempt and may be taken over by invasive plants again
Alternatives Considered:
1) Reduced maintenance – which will lead to a backlog of work requiring additional funding to complete 2) Contracting out the work- this option is being investigated further, though it does not offset all costs, but will reduce city labor requirement
3) Finding a garden coordinator to reduce staff time on site- the search is underway.
Section 4 - Attachments
ATTACHMENT 4 4-65
749
Budget Decision Package
$45,000.00
$45,000.00
$90,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00897
Status: Budget Review
Title: Discovery Preschool Revenue Adjustment
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Core Services/Operations Functions Growth & Funding
Description:
Project Type:
Significant Increase
Discovery Preschool Revenue was projected higher than anticipated from original estimate for FY 25/26. This decision package is reducing the preschool fee revenue projection as well as showing the increased subsidy from Measure E into Preschool Discovery Program Fund.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
254 9555 4748 Reduce Projected Revenue
Projected Revenue than orginally expected.
$45,000.00 $45,000.00
254 9555 4990 Transfer In from Measure E
Transfers In for the Subsidy
($10,000.00) ($10,000.00)
110 9017 5950 Transfers Out to Discovery Preschool
Transfers out from Measure E to Discovery Preschool
$10,000.00 $10,000.00
Total $45,000.00 $45,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
This decision package shows a more accurate representation of the anticipated revenue for FY 25/26.
Consequences of Not Funding:
There is no additional funding being requested.
Alternatives Considered:
N/A
Section 4 - Attachments
ATTACHMENT 4 4-66
750
Budget Decision Package
$189,593.00
$206,921.00
$396,514.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00898
Status: Budget Review
Title: Water Treatment Plant Chemical Costs
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Significant Increase
The George Kristoff Water Treatment Plant (GKWTP) uses chemicals as part of the water treatment process to provide safe and reliable water to the City of West Sacramento. The GKWTP operates under a California State Drinking Water Permit, which is required for public water systems to operate. In addition to reporting requirements, the permit requires compliance with state and federal drinking water standards.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5210 Sodium Hydroxide
The amount budgeted in O&M for this chemical is
$96,000. This amount was determined prior to the
completion of the bids. The selected vendor chemical
pricing and annual order results in a $24,000 shortfall. $24,000.00 $24,720.00
506 9610 5210 Sodium Hypochlorite
The amount budgeted in O&M for this chemical is
$121,000. This amount was determined prior to the
completion of the bids. The selected vendor chemical
pricing and annual order results in a $64,000 shortfall. $64,000.00 $65,920.00
506 9610 5210 DW25 (Formerly LT-25 Binding Polymer)
The amount budgeted in O&M for this chemical is
$31,500,000. This amount was determined prior to the
completion of the bids. The selected vendor chemical
pricing and annual order results in a $23,500 shortfall. $23,500.00 $24,205.00
506 9610 5210 Silica Sand
The Water Treatment Plant uses #80M Silica Sand in the
treatment process. Each order is approximately $12,000. $12,000.00 $24,000.00
506 9610 5210 Chemical Contingency
Staff is requesting a 10% contingency (based on the total budgeted and requested amount in 5210) to allow for
market fluctuations in chemical costs
$66,093.00 $68,076.00
Total $189,593.00 $206,921.00
Section 3 - Detailed Information
Objectives/Need for Request:
To receive competitive prices for chemicals used by water treatment plants, the GKWTP participates in the North Bay Agency Chemical Pool (NBACP) which is comprised of 14 public agencies. NBACP recently voted to eliminate “specialty chemicals” specifically used at individual water agencies. Therefore, three of the chemicals used at the GKWTP were not included in the NBACP bid process for Fiscal Year 2025-26.
ATTACHMENT 4 4-67
751
Consequences of Not Funding:
These specific chemicals are listed on the State Drinking Water Permit as necessary and approved; any deviation would require costly additional permits and testing and could result in alternatives not being as effective or accepted by the State.
Alternatives Considered:
None.
Section 4 - Attachments
ATTACHMENT 4 4-68
752
Budget Decision Package
$25,000.00
$25,000.00
$50,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00899
Status: Budget Review
Title: Traffic Signal Fuel Cell Backup Maintenance & Repair Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
Capital Projects staff recently completed CIP 12025, which installed fuel cell backup systems on 8 major intersections in the City.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
201 9212 5241 Fuel Cell System Maintenance and Repair
A vendor has not yet been selected; however, we did
receive a quote from the vendor who installed the fuel
cell systems and this should be sufficient funding.
$25,000.00 $25,000.00
Total $25,000.00 $25,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Fuel cell systems have a significantly longer runtime than traditional battery backup systems- 5+ days compared to 16 hours or less. Now that the fuel cells have been procured and installed, they need to be refilled and maintained at least two times per year.
Consequences of Not Funding:
If the fuel call systems are not maintained, it will void the warranty and essentially waste the money invested to keep intersections safer during power outages.
Alternatives Considered:
The City could choose to not maintain the fuel cell systems or only maintain them once per year instead of twice.
Section 4 - Attachments
ATTACHMENT 4 4-69
753
Budget Decision Package
$20,000.00
$20,000.00
$40,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00900
Status: Budget Review
Title: Fleet Division Vehicle Replacement
Department: Public Works Priority: 3
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
One Time Expenditure
The City's fleet is aging and requiring additional costly repairs. Public Works is proposing a 5-year fleet replacement schedule. The decision packages is submitted for the purpose of financing these vehicles.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9326 5412 Truck 250 Replacement (05 DODG RAM)
This work truck is a 2005 model and needs to be
replaced.
$20,000.00 $20,000.00
Total $20,000.00 $20,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To move the fleet into compliance with State and Federal regulations as well as maintain a 7-10 year useful life cycle for all vehicles.
Consequences of Not Funding:
The vehicles will continue to incur significant repairs.
Alternatives Considered:
Not purchasing replacement vehicles.
Section 4 - Attachments
ATTACHMENT 4 4-70
754
Budget Decision Package
$20,000.00
$20,000.00
$40,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00901
Status: Budget Review
Title: Facilities Division Vehicle Replacement
Department: Public Works Priority: 3
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
One Time Expenditure
The City's fleet is aging and requiring additional costly repairs. Public Works is proposing a 5-year fleet replacement schedule. The decision package is submitted for the purpose of financing these vehicles.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5412 Truck 253 Replacement (07 GMC SIE)
The current work truck is a 2007 and needs to be
updated and replaced.
$20,000.00 $20,000.00
Total $20,000.00 $20,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To move the fleet into compliance with State and Federal regulations as well as maintain a 7-10 year useful life cycle for all vehicles.
Consequences of Not Funding:
The vehicles will continue to incur significant repairs.
Alternatives Considered:
Not purchasing replacement vehicles.
Section 4 - Attachments
ATTACHMENT 4 4-71
755
Budget Decision Package
$12,250.00
$12,250.00
$24,500.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00902
Status: Budget Review
Title: Pump Site Crane Inspection and Maintenance
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
New Program/Initiative
The City currently has 12 crane units at 6 separate pump facilities across the city. These cranes need to be inspected annually as well as maintained.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5240 Northport Sewer Pump
Inspection and maintenance of crane - will require a 6' ladder
$1,000.00 $1,000.00
501 9410 5240 Industrial Sewer Pump
Inspection and maintenance of crane - will require a 6' ladder
$1,000.00 $1,000.00
501 9410 5240 Jefferson Sewer Pump
Inspection and maintenance of crane - will require a 6' ladder
$1,000.00 $1,000.00
501 9410 5240 Lighthouse Sewer Pump Station (North)
Inspection and maintenance of crane - will require a 40' Boom Lift
$1,500.00 $1,500.00
501 9410 5240 Lighthouse Sewer Pump Station (South)
Inspection and maintenance of crane - will require a 40' Boom Lift
$1,500.00 $1,500.00
506 9610 5240 WTP Mechanical Room
Inspection and maintenance of crane - will require a 6' ladder
$1,000.00 $1,000.00
506 9610 5240 WTP Filter Gallery
Inspection and maintenance of crane - will require a 19' Scissor Lift
$1,250.00 $1,250.00
506 9610 5240 Carlin Water Pump Station
Inspection and maintenance of crane - will require an
extension ladder
$1,000.00 $1,000.00
506 9610 5240 Bridgeway Lakes Water Pump Station
Inspection and maintenance of crane - will require an
extension ladder
$1,000.00 $1,000.00
506 9610 5240 Bridge District Water Pump Station
Inspection and maintenance of crane - will require an
extension ladder
$1,000.00 $1,000.00
506 9610 5240 Inline Water Pump Station
Inspection and maintenance of crane - will require an
extension ladder
$1,000.00 $1,000.00
Total $12,250.00 $12,250.00
ATTACHMENT 4 4-72
756
Section 3 - Detailed Information
Objectives/Need for Request:
Staff would like to enter into a contract with a certified vendor to perform annual preventative maintenance and necessary repairs on these cranes. This will allow the City to move into a more proactive instead of reactive maintenance plan and potentially identify and address issues before they become major.
Consequences of Not Funding:
The cranes are usually as old as the pump stations they service. Not having annual preventative maintenance can result in catastrophic failure.
Alternatives Considered:
Staff can continue having the cranes inspected and not maintained.
Section 4 - Attachments
ATTACHMENT 4 4-73
757
Budget Decision Package
$30,000.00
$0.00
$30,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00903
Status: Budget Review
Title: HR Resource Support
Department: City Manager's Office Priority: 2
Contact: Kaitlyn Montez Phone: (916) 617-4508
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
The Human Resources Department seeks funding to engage professional consulting services that can provide resources to conduct a comprehensive audit and update of the City's personnel rules, administrative policies, and employee handbook. This initiative is critical as many of these governing documents have not been revised since the City's incorporation, potentially exposing the organization to significant legal and operational risks.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9024 5261 Funding for consultant
The proposed budget covers an comprehensive policy
review, updates to core HR-related documents, legal
compliance verification. By engaging professional
consultants, we can complete this essential update
efficiently and effectively, avoiding the higher costs of either hiring additional permanent staff or addressing
potential legal issues that could arise from outdated
policies.
$30,000.00 $0.00 Yes
Total $30,000.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
- Conduct a thorough review and update of all HR-related policies and procedures - Ensure compliance with current federal, state, and local employment laws - Modernize workplace policies to reflect contemporary best practices - Create clear, consistent, and legally sound documentation - Establish a regular review and update cycle for all HR documents Consequences of Not Funding:
Failure to fund this initiative could result in:
- Increased exposure to employment-related litigation
- Inconsistent application of outdated policies
- Difficulty in addressing modern workplace challenges
- Potential non-compliance with current employment laws - Reduced employee satisfaction and engagement
ATTACHMENT 4 4-74
758
Alternatives Considered:
The following alternatives were evaluated:
- Internal review by HR staff (rejected due to current workload and lack of specialized expertise) - Gradual updates over multiple years (rejected due to urgent compliance needs) - Hiring additional permanent staff (rejected due to long-term cost implications) Section 4 - Attachments
ATTACHMENT 4 4-75
759
Budget Decision Package
$25,000.00
$25,000.00
$50,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00904
Status: Budget Review
Title: Sludge Pond Hauling
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Restoration of Program/Services
The City currently utilizes sludge ponds to dry out organic debris from the water treatment process. The City has found this to be a cost-efficient model, as dry organic material (clean dirt, plant matter) is lighter than water-saturated organic material and therefore costs less to dispose of.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5261 Sludge Pond Cleanout and Hauling
Cost for cleanout, hauling, and disposal fees.
$25,000.00 $25,000.00
Total $25,000.00 $25,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The City's existing sludge ponds are close to capacity and will have dried out enough by the end of summer to be ready to clean out and haul away. A contract will be put in place to perform this task, as it can not be handled in-house.
Consequences of Not Funding:
If the sludge ponds are not cleared out, the water treatment plant will not have a place to dispose of the spoils.
Alternatives Considered:
An alternative would be to discontinue use of the sludge ponds and haul the spoils away while still water saturated.
Section 4 - Attachments
ATTACHMENT 4 4-76
760
Budget Decision Package
$18,500.00
$0.00
$18,500.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00905
Status: Budget Review
Title: Strength Assessment for CP Department
Department: Capital Projects Priority: 3
Contact: Jaipal Chahal Phone: (916) 617-5302
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The Capital Projects Department is proposing a strength-based assessment initiative for all team members, including Project Managers, Engineers, Inspectors, and Administrative Staff. This assessment will utilize Clifton Strengths or a similar assessment to help staff identify and understand their strengths and how they contribute to team success. The effort will include a facilitated workshop to interpret results, build on existing team dynamics, and strengthen communication styles across internal teams and with external stakeholders, vendors, and consultants.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
107 9651 5261 Strength Assessment For Dept.
34 Strong full assessment for the entire dept.
$17,000.00 $0.00 Yes
107 9651 5259 Meals and Supplies for Assessment
Supplies and Meals for Assessment.
$1,500.00 $0.00 Yes
Total $18,500.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
-Identify and leverage individual and team strengths to improve collaboration and performance -Enhance communication strategies with internal departments and external partners -Support team development and increase engagement through self-awareness and shared understanding -Promote a culture of continuous improvement and adaptive leadership Consequences of Not Funding:
-Continued inefficiencies and miscommunication across teams and with external partners -Not having insight into individual and team dynamics that could enhance project execution -Reduced morale and missed opportunities for professional development -Missed opportunity to build a high-performing, cohesive department culture Alternatives Considered:
-Conducting informal team-building activities without structured assessments (less effective, lacks data-driven insights) -One-on-one performance reviews in lieu of team-based assessment (limited impact on team-wide collaboration) Section 4 - Attachments
ATTACHMENT 4 4-77
761
Budget Decision Package
$39,188.00
$32,581.00
$71,769.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00910
Status: Budget Review
Title: Neogov Learn Module
Department: City Manager's Office Priority: 2
Contact: Kaitlyn Montez Phone: (916) 617-4508
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
The City of West Sacramento Human Resources Division proposes transitioning from the current Learning Management System (LMS), Vector Solutions, to NEOGOV Learn. This move is driven by the need for a more efficient, integrated, and scalable platform that aligns with our existing NEOGOV ecosystem (Insight and Perform).
NEOGOV Learn offers advanced tools for automating training assignment and tracking based on employee data such as job title, department, or group. This level of automation ensures accurate, consistent delivery of required trainings while significantly reducing the administrative workload. The result is a streamlined learning environment that supports organizational compliance, workforce development, and operational efficiency.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9024 5257 Learn Subscription
Annual subscriptions fee
$31,030.00 $32,581.00
104 9024 5257 Learn Setup
Learn Setup one time cost
$8,158.00 $0.00 Yes
Total $39,188.00 $32,581.00
Section 3 - Detailed Information
Objectives/Need for Request:
The proposed transition aims to accomplish the following:
System Integration: Consolidate learning, performance, and recruitment under a single vendor for seamless data flow and reporting.
Streamlined Assignment Tools: Leverage NEOGOV Learn’s ability to automatically assign training based on employee position, department, or group—eliminating the need for manual tracking or individual assignment.
Administrative Efficiency: Free up HR and departmental staff by automating training workflows, reminders, and completions, all within a unified platform.
Enhanced Compliance: Ensure citywide compliance with required trainings through system-driven, role-specific learning paths.
Improved User Experience: Provide employees with a single sign-on interface, simplified access to courses, and a more engaging, modern LMS experience.
ATTACHMENT 4 4-78
762
Consequences of Not Funding:
Failing to transition to NEOGOV Learn would result in several significant risks and missed opportunities:
Manual Processes Persist: Continued reliance on manual or semi-automated training assignment processes increases administrative burden and risk of human error.
Disjointed Systems: The lack of integration between Vector Solutions and NEOGOV’s recruitment and performance tools makes tracking employee progress and compliance more difficult.
Compliance Gaps: Inability to reliably assign and track mandated trainings (e.g., harassment prevention, safety, DEI, or CPR certifications) raises the risk of incomplete training records.
Legal Liability: Failure to enforce and document legally required trainings may expose the City to litigation or noncompliance with federal, state, or local labor laws. This includes potential lawsuits or penalties if an incident occurs and the City cannot demonstrate that required training was assigned and completed.
Employee Frustration: A less intuitive system with inconsistent training access undermines morale and engagement in professional development.
Alternatives Considered:
Maintain Current System (Vector Solutions)
Pros: No new system change or increased cost.
Cons: Lacks the automation and integration features of NEOGOV Learn; limited assignment tools; continued inefficiencies.
Section 4 - Attachments
Attachment Attachment Description
Quote
ATTACHMENT 4 4-79
763
Budget Decision Package
$33,500.00
$0.00
$33,500.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00913
Status: Budget Review
Title: Lead & Copper Testing Services
Department: Public Works Priority: 1
Contact: Vincent Ramirez Phone: (916) 617-4571
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
The Code of Federal Regulations, 40 CFR Part 141 Subpart I, otherwise known as the Federal Environmental Protection Agency's Lead and Copper Rule, requires the water treatment plant to test the water supply for lead and copper contaminants every 3 years. To complete the testing, Water Treatment Plant operators collect water samples from participating West Sacramento residents' taps, and submit the samples to an outside lab to test for contaminants.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5261 Lead and Copper Testing Service
The EPA's Lead and Copper Rule requires lead and
copper contaminant testing in The City's water supply
every three years. Funding is necessary to keep The
City in compliance with State regulations and ensure a
safe water supply.
$33,500.00 $0.00 Yes
Total $33,500.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Conducting testing will ensure that the City remains in compliance with the EPA Lead and Copper Rule and helps to identify potential lead or copper contaminants in the water supply which may be harmful to residents.
Consequences of Not Funding:
Not performing the testing would put the City out of compliance with federal regulations which requires water testing every three years, and may result in fines and the potential for contaminants in the water supply.
Alternatives Considered:
The testing is not done and the City remains out of compliance with the EPA Lead and Copper Rule (federal regulations).
Section 4 - Attachments
Attachment Attachment Description
EPA - Lead and Copper Rule Fact Sheet Lead and Copper Rule Fact Sheet
ATTACHMENT 4 4-80
764
Budget Decision Package
$3,144.00
$3,144.00
$6,288.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00915
Status: Budget Review
Title: Ongoing Pest Control Services - New Corp Yard
Department: Public Works Priority: 1
Contact: Vincent Ramirez Phone: (916) 617-4571
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
Additional funding needed for pest control services at the new Corp Yard (4300 West Capitol Avenue). Includes monthly rodent bait stations, monitoring interior tincats, and monthly inspection of 5 buildings with spot treatments as needed.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
610 9650 5261 Pest/Rodent Control Service - New Corp Yard Pest control services for 4300 West Capitol Ave.
Necessary for keeping the site pest/rodent free and
maintaining proper health and safety for staff and visitors. $3,144.00 $3,144.00
Total $3,144.00 $3,144.00
Section 3 - Detailed Information
Objectives/Need for Request:
The objective is to provide necessary pest control services at the new Corp Yard. Additional funding is needed to service all buildings and ensure the health and safety of the site.
Consequences of Not Funding:
Consequences will be a rise in public health and safety issues due to possible rodent infestations and could increase health and safety risks to staff and visitors.
Alternatives Considered:
The alternative would be to not fund the pest control services and rely on store bought pest control items. However, staff is not trained on proper pest control protocols at this time.
Section 4 - Attachments
ATTACHMENT 4 4-81
765
Budget Decision Package
$46,000.00
$46,000.00
$92,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00916
Status: Budget Review
Title: Water Quality Laboratory Services
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
City Facilities & Infrastructure Financing Strategy
Description:
Project Type:
Significant Increase
In the past year regulations for both Federal and State drinking water testing have increased significantly. Staff issued 25-050-RFP on May 15, 2025 for water quality laboratory services. After final review. the base costs for laboratory services has increased over previous year's costs.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5261 Water Quality Laboratory Services
The previous contract had a budgeted amount of
$54,000. An additional $46,000 will be needed per year
to maintain compliance.
$46,000.00 $46,000.00
Total $46,000.00 $46,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
To continue providing water quality laboratory testing for all required Title 22, bacteriological testing, and any additional testing as required by Joint Programs, permits, and state regulatory agencies.
Consequences of Not Funding:
These testing requirements must be fulfilled to abide by state and permit regulations.
Alternatives Considered:
No alternatives were considered.
Section 4 - Attachments
Attachment Attachment Description
RFP RFP
Cost Projection Cost Projection
ATTACHMENT 4 4-82
766
Budget Decision Package
$244,098.00
$0.00
$244,098.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00917
Status: Budget Review
Title: YCPARMIA Budget - CJPRMA Assessment
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
Our former excess loss pool, CJPRMA, is currently in a deficit funding position requiring each CJPRMA Member to pay an additional assessment to cover the cost. The CJPRMA Board of Directors approved the $14 million assessment for program years 2012-13 through 2016-17 at its December 14, 2023 Board of Directors meeting. YCPARMIA's estimated share of that assessment is approximately $1.8 million. The assessment may be paid in up to three annual installments with interest equal to the rate of return on a 10-year Treasury Note, but not to exceed 4% per year. The first installment was due July 1, 2024. Though we have withdrawn from CJPRMA, that did not reduce our liability to pay assessments for policy years in which we were a participant. A calculation of the amount apportioned to each member, based on total premium by member for all years assessed and the estimated total amount of the assessment. The first installment was paid and the remaining repayment amount must be budgeted.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9032 5271 CJPRMA Assessment Repayment
Repayment of remaining cost of CJPRMA assessment
due to deficit funding position.
$244,098.00 $0.00 Yes
Total $244,098.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:
Allocate sufficient budget to cover the cost of the CJPRMA assessment for West Sacramento.
Consequences of Not Funding:
This is a cost that must be paid.
Alternatives Considered:
None.
Section 4 - Attachments
Attachment Attachment Description
CJPRMA Assessment Summary Document breaking down the CJPRMA assessment allocated to all YCPARMIA member agencies.
ATTACHMENT 4 4-83
767
Budget Decision Package
$116,000.00
$116,000.00
$232,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00918
Status: Budget Review
Title: Management Leadership Academy
Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
For purposes of professional development and succession planning, the City Manager desired contract with an organization to develop and implement a Management Leadership Academy, to helps equip city staff with the skills and knowledge necessary to effectively lead and manage a thriving organization through rich content and application focused outcomes. The content focuses on the most important leadership capabilities and skills which will enable firstand mid-level managers to be more effective in their roles, enable greater team performance, and deliver additional business value. After piloting this initiative, this item requests ongoing budget to fund this program.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9016 5261 Leadership Academy
Budget consultant cost for two annual cohorts of 20-30
employees for Leadership Academy and associated
expenses
$100,000.00 $100,000.00
104 9016 5259 Management Leadership Academy - Incidental Costs Misc. refreshment and other costs for academy sessions
and graduations.
$16,000.00 $16,000.00
Total $116,000.00 $116,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The Academy provides training on current leadership topics geared towards the local government industry. The goal is to train and retain the future leaders in the City organization.
Consequences of Not Funding:
The City would not have sufficient funding for a program for helping to develop the future leaders of the organization.
Alternatives Considered:
Alternatives considered included building a program in house or sending staff to an existing management leadership training. The former is not favored due to the amount of staff time required to develop and the latter would be costly, require additional travel and not cater to the specific needs of the City.
Section 4 - Attachments
ATTACHMENT 4 4-84
768
Budget Decision Package
$62,000.00
$62,000.00
$124,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00921
Status: Budget Review
Title: Wordly.ai Software - AI Translations and Captions for Events & Meetings Department: City Manager's Office Priority: 3
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
New Program/Initiative
Wordly is a cloud-based software platform that would provide a live translation solution for city meetings and other public events. The platform enables real-time, high quality output into audio and captions - delivered to a variety of personal devices to make it easy for participants to consume the information. The AI engine can provide simultaneous interpretation and translation into dozens of languages, allowing each participant to select their own translation language. Users can quickly join a live translation and caption session via a QR code or URL using their computer, mobile device, or tablet. They do not need to create a Wordly account or download anything to access translation and captions.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9022 5257 Wordly AI Software
Estimate based on hours per city meeting and amounts
provided by vendor.
$62,000.00 $62,000.00
Total $62,000.00 $62,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The primary objective of acquiring this software is to enable real-time translation services at all City public meetings, including City Council meetings, commission meetings, and town hall events. This technology also holds potential for future application within Parks and Recreation programs. By providing live translation, the City aims to enhance accessibility for residents who do not speak English or who speak English as a second language, thereby fostering greater participation in local government and promoting inclusive civic engagement.
Consequences of Not Funding:
Currently, individuals must contact the City 72 hours in advance to request translation assistance. Sometimes there is not staff available to provide translation assistance or there is no one available that is able to speak the language requested. Not being able to provide information in multiple languages prohibits participation in government that impacts the daily lives of residents.
Alternatives Considered:
Alternative to this software platform include contracting with companies that provide in-person translation services which is cost prohibitive or continuing to ask staff to assist and staff is not capable of providing in-time live translation nor do we have staff that can speak the variety of languages offered by the platform.
Section 4 - Attachments
ATTACHMENT 4 4-85
769
Budget Decision Package
$35,700.00
$23,200.00
$58,900.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00922
Status: Budget Review
Title: Public Works O&M Requests
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:
Previous Years Priorities
Description:
Project Type:
Significant Increase
Public Works has reviewed the O&M budget across all cost centers and identified the following shortfalls. This analysis is critical to ensuring operational efficiency, maintaining essential infrastructure, and prioritizing resources where they are needed most. Identifying budget gaps allows for proactive planning, helps prevent service disruptions, and supports compliance with safety and regulatory standards. Addressing these shortfalls early also provides an opportunity to explore cost-saving measures, secure additional funding, or reallocate resources strategically to maintain continuity of service.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
610 9650 5256 Professional Memberships
Additional funds requested for memberships for
employees to help develop staff skills and networking
$500.00 $500.00
610 9650 5259 Public Works Week
Increase of funds to celebrate Public Works Week with
staff and the City
$1,200.00 $1,200.00
610 9650 5259 PW Employee Services
Funds to promote employee morale and wellness
$3,000.00 $3,500.00
104 9325 5310 Contribution to Other Agencies
Rising costs for generator and elevator permits
$1,500.00 $2,000.00
104 9326 5259 DMV Medical Reimbursement
All fleet mechanics have their commercial licenses and
will be required to get DMV Medical Testing, in addition to other misc. expenses
$1,000.00 $1,000.00
215 9230 5256 Professional Memberships
Memberships for professional growth and networking
$500.00 $500.00
506 9610 5256 Professional Memberships
Increase in membership costs for AWWA
$1,000.00 $1,000.00
201 9210 5258 Class A License Training
CDL Class A training
$9,000.00 $4,500.00
501 9410 5258 CDL Class A training
CDL Class A training
$9,000.00 $4,500.00
506 9611 5258 CDL Class A training
CDL Class A training
$9,000.00 $4,500.00
215 9230 4990 Transfer to Storm
tsfr from budget stabilization. RR
($500.00) ($500.00)
105 9910 5950 Transfer to Storm
tsfr from budget stabilization
$500.00 $500.00
Total $35,700.00 $23,200.00
ATTACHMENT 4 4-86
770
Section 3 - Detailed Information
Objectives/Need for Request:
The objective of reviewing the O&M budget across all cost centers is to identify financial shortfalls that could impact the department’s ability to deliver essential services. The goal is to ensure operational efficiency and maintain critical infrastructure by proactively addressing these gaps through strategic planning, resource prioritization, and potential funding adjustments. This approach supports uninterrupted service delivery, compliance with safety and regulatory standards, and helps identify opportunities for cost savings or reallocation to sustain core operations.
Consequences of Not Funding:
If the identified O&M budget shortfalls are not addressed and adequate funding is not secured, several significant consequences may arise. Critical infrastructure may deteriorate due to deferred maintenance, leading to increased repair costs over time and potential system failures. Service delivery could be disrupted, impacting public health, safety, and quality of life. Regulatory non-compliance may occur, exposing the agency to fines or legal action.
Additionally, the inability to address these shortfalls may result in reduced operational efficiency, lower staff productivity, and diminished public trust in the department’s ability to manage resources responsibly. Ultimately, the cost of inaction may far exceed the investment needed to fund the shortfalls.
Alternatives Considered:
An alternative considered was to maintain the current funding levels and not increase the O&M budget despite the identified shortfalls. However, this approach is not recommended, as it would effectively defer necessary maintenance and operational needs, leading to compounding issues over time. Without addressing these shortfalls, infrastructure and equipment will continue to age without adequate upkeep, increasing the likelihood of failures, emergency repairs, and higher long-term costs. In addition, this could result in service interruptions, safety risks, and non-compliance with regulatory standards. Maintaining the status quo would be a short-term solution that ultimately compromises operational reliability, public safety, and fiscal responsibility.
Section 4 - Attachments
ATTACHMENT 4 4-87
771
Budget Decision Package
$5,000.00
$8,000.00
$13,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00924
Status: Budget Review
Title: USDA APHIS Wildlife Services
Department: City Manager's Office Priority: 1
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Change to Existing Program/Service
Wildlife trapping services are provided outside of the animal services contract with Yolo County, as it is a service that Yolo County does not provide. Contract costs are currently budgeted at $35,000 per year, costs are projected to increase in FY 25/26 by up to $5000 and additional budget added for FY 26/27 to address anticipated increases.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9120 5261 USDA APHIS Wildlife Services
Trapper service for wild animals for West Sac projected contract cost increase.
$5,000.00 $8,000.00
Total $5,000.00 $8,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
Continue provision of wildlife trapping services for West Sacramento.
Consequences of Not Funding:
Services for trapping nuisance wildlife such as skunks would not be available to residents.
Alternatives Considered:
Services for trapping nuisance wildlife such as skunks would not be available to residents.
Section 4 - Attachments
ATTACHMENT 4 4-88
772
Budget Decision Package
$98,000.00
$121,000.00
$219,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00926
Status: Budget Review
Title: City Security Services - Additional Funds
Department: Public Works Priority: 1
Contact: Vincent Ramirez Phone: (916) 617-4571
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
The current security vendor for the City, Lyons Security, will be increasing the price of their services by 3% for the second year of the existing contract. Per Lyons Security, the 3% increase is based on the BLS ratings for West Sacramento for 2025. Additionally, weekend security services at City Hall were added as of August 2025 per approval of ACM Ariana Adame after repeated incidents occurred that posed a risk to health, safety, and property preservation.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5261 City Hall Security
Additional funds for 3% annual cost increase and
addition of weekend security services at City Hall.
$96,000.00 $119,000.00 Yes
201 9205 5261 Corp Yard Security
Additional funds for 3% annual cost increase.
$150.00 $150.00 Yes
215 9230 5261 Corp Yard Security
Additional funds for 3% annual cost increase.
$150.00 $150.00 Yes
501 9410 5261 Corp Yard Security
Additional funds for 3% annual cost increase.
$700.00 $700.00 Yes
506 9611 5261 Corp Yard Security
Additional funds for 3% annual cost increase.
$550.00 $550.00 Yes
506 9612 5261 Corp Yard Security
Additional funds for 3% annual cost increase.
$150.00 $150.00 Yes
610 9650 5261 Corp Yard Security
Additional funds for 3% annual cost increase.
$300.00 $300.00 Yes
215 9230 4990 Transfer fr Budget Stabilization
tsfr from 105
($150.00) ($150.00)
105 9910 5950 Transfer to Storm
tsfr to storm
$150.00 $150.00
Total $98,000.00 $121,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
The goal is to obtain the funding required to cover the 3% increase in price during year 2 of the security contract and add funding for weekend security at City Hall. Weekend security would serve to prevent trespassing, fires, vandalism, and illegal camping which could result in the recurrence of incidents posing a risk to health, safety, and property preservation.
ATTACHMENT 4 4-89
773
Consequences of Not Funding:
There is not currently adequate funding budgeted to cover the 3% rate increase for year 2 of the contract or weekend security services at City Hall. Not funding the security patrol would mean that the City could not afford security services for the full duration of year 2. Additionally, without weekend security services, there may continue to be incidents arising at City Hall which pose a risk to health, safety and property preservation. Expensive hazardous waste cleanup costs also result from these incidents.
Alternatives Considered:
The City could potentially only allocate funding for a 3% rate increase for year 2 of the contract and discontinue the weekend security services.
Section 4 - Attachments
Attachment Attachment Description
DP-00926 Breakdown - 3% Annual
Increases & Weekend Security
ATTACHMENT 4 4-90
774
Budget Decision Package
$1,650.00
$3,300.00
$4,950.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00927
Status: Budget Review
Title: Purified Drinking Water Delivery
Department: Public Works Priority: 3
Contact: Vincent Ramirez Phone: (916) 617-4571
Mandatory: No
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
Significant Increase
Monthly delivery of purified drinking water and top load water dispenser rentals for the New and old Corp Yard locations. Staff currently makes trips to the local grocery store to regularly refill empty 5-gallon bottles used for dispensing drinking water at the Corp Yard. Additionally, staff regularly cleans the water bottles as needed which has proven to be rather difficult and unhygienic. The bottom load dispensers currently being used have also proven to be less hygienic than a top load dispenser with the lines regularly accumulating algae and debris from improper drainage.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
610 9650 5261 Drinking Water Delivery
Drinking water delivery and dispenser rentals for new
and old Corp Yard Locations. Water delivery service will eliminate need for staff to refill the bottles and will be a more hygienic solution than staff washing the re-used
bottles. First year service takes advantage of
introductory pricing. Second year of service and beyond will be increased to regular delivery price.
$1,650.00 $3,300.00
Total $1,650.00 $3,300.00
Section 3 - Detailed Information
Objectives/Need for Request:
-To provide purified drinking water at the new and old Corp Yard locations while eliminating time spent on refilling/cleaning the water bottles by staff.
-To reduce potential of illness caused by algae buildup in dispenser lines or improper cleaning of the water bottles.
Consequences of Not Funding:
Staff will need to continue spending time on trips to the store to refill the bottles which reduces productivity in other essential job functions. Additional time will also be spent cleaning the bottles which will not be as hygienic as having a water delivery company replace bottles on a monthly basis. Illness could potentially result from lines in bottom load dispensers or improper cleaning of the reused bottles currently being used.
Alternatives Considered:
Staff could continue to make trips to the store to refill the bottles and continue washing the bottles as needed.
Section 4 - Attachments
ATTACHMENT 4 4-91
775
Budget Decision Package
$9,000.00
$9,000.00
$18,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00930
Status: Budget Review
Title: Fee Assistance (Recreation Programming)
Department: Parks & Recreation Priority: 1
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:
Equitable Investment Strategy/Programs
Description:
Project Type:
New Program/Initiative
The Parks & Recreation Department is requesting $7,000 in additional annual funding to expand its Fee Assistance Program to meet the City Council priority of offering a fee assistance program. Currently, the program is supported by about $3,000 in vending machine revenue, which only covers limited youth fee assistance for sports leagues and swimming lessons.
Beginning in 2026, the Department will increase fees—including a 30% rise in Recreation Center passes and an increase in the senior annual pass from $5 (2025) to $15 (2026) and $20 (2027)—to align with the new cost recovery policy.
These changes will sustain high-quality programs while ensuring affordability for those who qualify for assistance.
The expanded Fee Assistance Program will support residents of all ages for nearly all programs (excluding adult sports leagues and facility rentals). With the additional $7,000 and vending revenue, the Department can provide up to $10,000 annually in fee assistance.
Long term, donations through the West Sacramento Foundation will support the program, but this immediate funding will ensure residents have access to programs that promote health, wellness, and community engagement.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9510 5360 Fee Assistance
Fee Assistance for programming.
$7,000.00 $7,000.00
108 9510 5360 Fee Assistance
fee assistance
$2,000.00 $2,000.00
Total $9,000.00 $9,000.00
ATTACHMENT 4 4-92
776
Section 3 - Detailed Information
Objectives/Need for Request:
The goal of this request is to expand the Department’s Fee Assistance Program, ensuring equitable access to recreation opportunities for residents of all ages. Currently, assistance is limited to youth in sports leagues and swimming lessons, leaving many community members without support for other programs.
As program and pass fees rise under the City’s cost recovery policy, expanded financial assistance is essential to prevent cost from becoming a barrier to participation. Without additional funding, the Department cannot meet the growing need for inclusive access.
The requested $7,000, combined with vending machine revenue, will provide up to $10,000 annually in assistance, helping eligible individuals and families participate in programs that promote health, wellness, social connection, and community engagement (excluding adult sports leagues and facility rentals).
This investment advances both equity and access goals, ensuring fee increases do not disproportionately affect lowincome residents and that all community members can benefit from the Department’s programs and services.
Consequences of Not Funding:
Limited Access for Residents in Need:
• Fee assistance will remain restricted to youth sports leagues and swimming lessons, leaving many residents, including adults and seniors, without support to participate in other programs.
Barrier to Participation:
• As program and pass fees increase to align with the City’s cost recovery policy, low-income residents may be unable to afford participation, reducing equitable access to recreation, wellness, and community engagement opportunities.
Reduced Community Impact:
• Without sufficient funding for fee assistance, the Department’s ability to promote health, wellness, and social connection across all age groups will be compromised.
Delayed Program Expansion:
• The planned expansion of the Fee Assistance Program, including support for all ages and nearly all program offerings, cannot be implemented until additional funding is secured.
Missed Opportunity for Early Foundation Support:
• While donations will eventually be collected through the West Sacramento Foundation, lack of initial funding will delay immediate assistance to residents who need it most.
Alternatives Considered:
Do Not Expand the Fee Assistance Program:
• Continue offering assistance only to youth participating in sports leagues and swimming lessons.
Consequence:
• Access remains limited, low-income residents across other programs would be unable to participate, and program fee increases could create financial barriers.
Rely Solely on Vending Revenue:
• Use only the current $3,000 generated through vending machines to fund fee assistance. • Consequence: The Department would be unable to provide sufficient assistance to meet the needs of all eligible participants, limiting the program’s reach and impact.
Delay Expansion Until Foundation Fundraising is Active:
• Postpone expanding fee assistance until donations through the West Sacramento Foundation are sufficient. • Consequence: Residents in need would face delays in accessing programs, reducing equity and potentially lowering participation rates in the short term.
Seek Partial Funding from Other Sources (Grants or Donations):
• Attempt to cover the funding gap through external grants or private donations. • Consequence: Funding would be uncertain and inconsistent, making it difficult to guarantee ongoing support for participants and plan programs effectively.
Section 4 - Attachments
ATTACHMENT 4 4-93
777
Budget Decision Package
$6,710.00
$3,640.00
$10,350.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00933
Status: Budget Review
Title: Work Based Learning Management Platform for Home Run Department: City Manager's Office Priority: 2
Contact: Justine Jimenez Phone: (916) 617-4549
Mandatory: No
Section 1 - General Information
Strategic Plan:
Home Run Enrollment Growth
Description:
Project Type:
Change to Existing Program/Service
The Home Run team wishes to purchase an online platform to help us manage the Home Run paid summer internship program. This platform, called Grouptrail, streamlines management of the paid internship program by Home Run staff by reducing our reliance on spreadsheets, our website, emailing or texting interns and their families individually, and trying to remember which assignments were completed ourselves. Keeping everything in one place will improve our ability to do necessary reporting, data collection, and help avoid human error. We will purchase licenses for supervisors and students to use the platform which will simplify procedures, and make the process of applying for an intern, or for a student to apply for and be placed in an internship much easier. The system we have selected, among three total which staff and former interns reviewed and were able to ask questions about, is relatively inexpensive for the amount of staff time it will save.
Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
110 9017 5261 Purchase of online platform for the Home Run Internship Program
As enrollment in the Home Run Internship program has
increased, managing all intern requests, applications,
placements, performance reviews, intern assignments.
supervisor training and ongoing communication, etc. the administrative demand has increased significantly. This system will streamline and simplify the management of
the program, make it easier for students and supervisors to apply and participate, and facilitate further enrollment growth over time.
$3,070.00 $0.00 Yes
110 9017 5261 Annual License Fee
Annual License Fee
$3,640.00 $3,640.00
Total $6,710.00 $3,640.00
Section 3 - Detailed Information
Objectives/Need for Request:
The primary objective is to make it easier for staff to manage the day-to-day tasks and details of a growing program. A secondary objective is to make things easier for intern supervisors and interns.
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Consequences of Not Funding:
We have been managing the program without this platform since it began, but as the number of interns has since doubled, there are human errors made, ineligible students sometimes apply and with the increased numbers this is harder to track. It is up to staff to go through each application to verify eligibility, notify potential supervisors not to interview that student, as well as coordinate the number of applicants for each internship, and facilitate the process of supervisors interviewing and selecting their interns. While the process was difficult to manage with around 30 interns per year, now that the number of applicants has more than tripled, and the number of interns we serve has doubled, it has become much more difficult. Not funding this purchase means a much higher likelihood of errors. Each year we have a new group of interns and employers, a new calendar, and a new set of spreadsheets and records to manage.
Without a database such as the one included in this platform, reporting on the program over time will become increasingly challenging,
Alternatives Considered:
We could continue as we have been without a system in place, the consequences of which are described above. We also investigated two other systems: ImBlaze from Big Picture Learning and Brightpath from YouScience. We rejected ImBlaze because it did not include access for supervisors, which meant our staff would still need to complete many of the tasks we want supervisors to do. We were strongly considering Brightpath because it offers tools that could be useful to students even if they are not selected for an internship. But ultimately, we rejected this platform because it also would not have decreased staff workload as much as we expect Grouptrail to do.
Section 4 - Attachments
Attachment Attachment Description
Grouptrail Proposal
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Budget Decision Package
$140,000.00
$0.00
$140,000.00
Net Request (2025/2026):
Net Request (2026/2027):
Total Net Request:
Package ID: DP-00937
Status: Budget Review
Title: Budget Adjustment for Battalion Chief Administrative Assignment (6- Month Duration) Department: Fire Priority: 1
Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: Yes
Section 1 - General Information
Strategic Plan:
Not Applicable
Description:
Project Type:
One Time Expenditure
This decision package respectfully requests funding to retain one line Battalion Chief (BC) on administrative duty for an additional six months (January 1–June 30, 2026).
The requested funding will cover overtime backfill costs for the temporarily vacant line BC position, as well as the 5% shift differential for the BC assigned to administrative duties. This temporary assignment is essential to ensure completion of critical software and hardware procurement, system design, installation, training, and implementation activities.
This effort supports two major technology initiatives:
1. Replacement of the Fire Department’s obsolete and soon-to-be noncompliant Records Management System (Zoll) with a modern, compliant platform (ImageTrend). Federal and State law require the collection and reporting of incident data for all emergencies, and adherence to best practices and risk management principles (i.e. documentation) compels the use of a comprehensive, reliable, and state-of-the-art system to document responses, operational actions, and patient care interventions. Failure to meet compliance standards could imperil the department’s ability to retain current grants (SAFER) and will disqualify it from future state and federal funding opportunities.
2. Rollout and implementation of Tablet Command, a modern command-and-control platform designed to enhance resource deployment, improve real-time tracking and regional interoperability, and increase overall operational efficiency and personnel safety.
Funding for both the Records Management System and Tablet Command has already been approved in prior decision packages. This request seeks six additional months of funding to retain our primary administrative lead on 40 hour workweeks in order to complete their full implementation.
Section 2 - Costs